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.
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.
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.
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.