Systems: Planning for Project 2010 We’ve received and will continue to receive information from Microsoft on the upcoming release of Project and Project Server 2010. For those who are making plans to migrate to Project 2010 or who plan to deploy Project 2010, some of this information will enable you to make long term strategic or technical plans. Read more…
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.
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?
When you look at Olympic athletes, you can see how dedication and doing the work required can produce remarkable results. The same is true for those who take on creating an enterprise project management environment. Those who hope that results will just arrive at their door mostly miss out on the remarkable achievement that is possible when you accept the work that has to be done. Here’s a short article on acknowledging the work required in creating a project management environment.
Microsoft has packaged a number of hot-fixes and other cumulative updates for Project Server 2007. I’ve listed the updates on the Project Server Update page along with some other key information. Since you have to consider not just the Project Server bits but also all the supporting technology, you’ll find also some updates for other elements of hte technology stack including the following: Guidance on loading Project Server 2007 Cumulative Hotfixes Description of March 2009 Project…
I’m working on the Return on Investment of Project Management this week and I’ve come across a fascinating reference to how expectations can have a remarkable effect. Freek Vermeulen notes that just the expectation of better performance seems to be able to deliver it – up to 6% worth! That’s serious money when you’re talking about project management improvements. If we add this to the well-documented Hawthorne Effect which I’ve written about here before which can improve…
One of the biggest and earliest challenges in implementing enterprise project management is defining the benefits to management. Talking about epm system features or the intricacies of your project management process is of little interest to management unless you can tie it to how this will impact the organization overall. This article looks at how to define the business benefits of epm.
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.