More and more these days as I visit project management offices across the country, I end up talking about scorecarding and balanced scorecarding. These terms are part of a popular trend in management at the moment which is based on the simplest of management principles. Scorecarding refers to simply setting goals for certain results in […]
We tend to talk about project management systems as an end unto themselves but what help is there for automating or improving project manager’s soft skills? There’s lots. From training to aids and enablement systems, project managers should be aware of what can help them be a good leader, a good negotiator, a good collaborator and a good communicator.
So many people approach me to ask if the EPM system they saw in some demonstration last week will fix their enterprise project management challenges. “Do you have a PMO?” I always ask. The challenge of implementing an EPM system successfully comes with some presumed prerequisites. I’ve listed several in this article.
Here at HMS we’ve decided to publish a brand new blog that’s specific to our TimeControl timesheet software. The TimeControl blog is at blog.timecontrol.org and will include tips, techniques, frequently asked questions and other information about how to get the best out one of the best recognized and extensive timesheet systems in the world. Stop […]
Purchasing is such a routine of process and procedures in each organization that the effects of the process are rarely challenged. Well, we do so in this article on how standard purchasing practices are applied to the selection of enterprise project management software.
An amazing 40 million people use Excel for project management. That makes Excel the 2nd most popular tool for project management (after the pencil). When we think of enterprise project management tools should we be forgetting about this one? Read more in this article.
The hottest buzz in the project management industry over the last 10 years has to be the Project Management Maturity Model. This concept is an offshoot of the thinking at Carnegie Mellon on the Capability Maturity Model which has a huge following in the manufacturing sector. Increasing one’s assessment along the PMM model encourages organizations to be more formalized, more integrated and to create project management as a core process. That sounds great but is it great for every organization? This article discusses the concept.
My friend Eric Uyttewaal, the author of numerous books on project management and the use of Microsoft Project has written a great article on how to interpret the results you see in your bar chart. “How Gantt Chart-Literate Are You?“ is a good read. Enjoy.
How do you get management, the project management office and the line-project managers to take seriously how much effort it will take to implement enterprise project management? We’re often asked for “easy enteprise project management” which, I think, is an oxymoron. Project management concepts are challenging and all the moreso when they’re organizational in nature. Perhaps the “E” in EPM should stand for “Effort required” instead of “Enterprise”.
It’s easy to want enteprise project management, it’s a little harder to get it. We talk to so many organizations that initially call for a project solution to their organizational problems but, when they find out what will be required of them to get it become less enthusiastic in a hurry. It makes us ask our prospective clients: Are you sure you want the cure for what ails you?