Project Management and communications have always gone together and the better a project manager is at communicating, the more successful they’re likely to be. With the plethora of technological assistance for communication now at hand, it’s worthwhile thinking about how to marry collaboration and project management. I take a look at that right here.
We hear often about the solution-sell; making sure that the project management software vendor is committed to deliver a complete solution not just a list of features. If true, that’s a great thing but where is the buyer’s responsibilty in the purchasing process? Here’s a thought on being a “solution buyer”.
EPM Vendors love to target the big enterprise. In some cases, so much attention is put on the hundreds of largest companies in the world that the hundreds of thousands of mid-market companies are ignored. This article takes a look at what kinds of tools and systems haven’t left the mid-market organization behind.
There’s lots of talk lately about the project management maturity model but this principle can also be applied to project management systems and software. This article looks at how an organization’s use of project management systems matures over time and how it follows a common pattern in most organizations.
Project management is only one challenge in managing a project with multiple projects. Everything we do for one project, we must consider among many. Which projects should get priority, which projects should get resources first, which projects are prerequisites for other projects. How do executives determine the priorities among projects and what happens when they won’t?
You’d think that project management professionals within an organization would be the biggest asset in an enterprise project management deployment. Surprisingly, it’s not always so. Sometimes knowing how it used to work is a barrier to seeing the latest in methodology, technology and best practices.
I’ve been in a lot of corporate meetings lately discussing various aspects of delivering an “integrated” project management environment. Don’t get me wrong, a corporate-wide integrated system is a wonderful thing to desire. There’s no doubt that the idea of pushing a button on a screen and finding that every element of data across the […]
Are you baselining? I know, it sounds like some drug-related crime, doesn’t it? It’s actually one of the most fundamental aspects of modern project management and a stunning percentage of project managers don’t do it. So this month I thought I’d dedicate the column to the elusive art of baselining. So, what’s a baseline? First […]
I’ve written at different times in this column about the impact of the web on enterprise project management systems. Until now, most of that talk has been about how the availability of a web interface would attract additional users through an easier and more accessible interface. There is an emerging movement in this regard however, […]
I’ve had a few wonderful opportunities lately to talk to high-tech CIOs about what costs them the most time. I had thought I’d hear about project management and resource management issues. ‘We need a better scheduling algorithm’ or ‘We need a better resource-leveling engine,’ I figured I’d hear. Not so. The CIOs I’ve met this […]