How does one define the first critical phase of an EPM deployment? What is the minimum deployment possible that will ensure a successful EPM implementation?. This article looks at the first EPM hurdle.
There are so many articles and books on Enterprise Project Management but one of the first and biggest challenges comes when you discover that not everyone means the same thing by EPM. Each vendor, consultant and expert is colored by their experience and background. Making sure that everyone on your team is singing from the same hymn book when you’re starting an EPM project can make all the difference to success or failure.
I am continuing to add new tools and systems in the Systems Page. In truth there’s no potential limit to the number of tools that I could end up listing here but given I had to do some research about tools this week for an article to be published shortly I thought I might as […]
I was asked lately how to find the great reports and dashboards that Microsoft shows in its sales demonstrations. Happily, Microsoft makes those example files available online for anyone who has Project Server 2007. The reports are based on Microsoft SQL Reporting Services which has a wide range of reporting functionality. You could, for example, […]
There is a movement afoot to promoted only centralized project management and you’d think you’d be most likely to hear that lecture on a site dedicated to enterprise project management like this one is. However, there’s nothing about the project management industry or the project management systems industry that makes centralized project management the ideal solution for every problem. Even here on EPM Guidance, we can come up with an argument for being more effective by having a de-centralized project management architecture. This article debunks the myth that only centralized project management is effective.
I’ve been remiss in not talking about this before now but in October, Oracle announced that they had purchased Primavera. Primavera has been around since the early 80s and my firm, HMS has been a technology partner since the mid-90’s. The sale became final late in 2008 and now we’re starting to see some of […]
For those of you who were getting more and more irritated with the formatting of the EPM Articles page (like I was), you’ll be happy to hear that I’ve reformatted the page so it is hopefully a bit more readable. There will be more formatting and more content to come over the next couple […]
One of the grand debates in enterprise systems is whether you should be looking for one all-in-one tool or whether it’s better to look for the “best-of-breed” in each type of tool that you need. Can’t you do both? Use the all-in-one when it’s appropriate and the best-of-breed when the functionality outweighs the value of integration?
One of the classic problems that those creating new Project Management Offices (PMOs) fail to deal with is the challenge of having enormous responsibility with miniscule authority. It’s a challenge caused by where the PMO is placed within the organization’s organigram. Dealing with this dichotomy early is often a key success factor in the PMO’s evolution. Find out more in this article on the PMO’s dotted line.
Scorecard and Business Intelligence software is the hot button of the IT world these days but the display, as beautiful as it might be, is only as good as the data it comes from. In fact, a dashboard display that shows bad indictors because there is no business process behind the metrics is more dangerous than no display at all.