I mostly write about enterprise timesheet or enterprise project management systems and the most common phase of deployment that I talk about with such systems would be either the selection or configuration phase; talking about the strategic perspective.  This article is much more about operational practices and isn’t specific just to enterprise timesheet or a particulare project management software product or service.   It is, instead about enterprise systems in general though the subject matter…

The fourth edition of the AMA Handbook of Project Management has just hit bookshelves and I’m very proud to say that I am one of the collaborators.  I have been in the handbook since it’s first release and have been privileged to write the chapter on Enterprise Project Management.  As I’ve done for each edition, I’ve edited and updated the chapter to be more relevant to the evolving world of project management and rewrote sections…

I just finished a great week at Collaborate14, the Orace Application Users Group conference where I was asked to speak about the Benefits of the As-Built Schedule.  Despite being in the very last speaking slot of the conference in the Primavera track, there were a number of die-hard fans who attended. For those who were there or those who missed the conference, the slides can be downloaded at: www.epmguidance.com/resources/The_As-Built_Schedule.pdf.  The Excel spreadsheet I used for…

Many of us have heard of the concept of a Project Maturity Model but what about our systems? This article extends the concept originally created by Carnegie Mellon to the Project Management Systems Maturity Model. Should you deploy all aspects of your project management system on the first day? Probably not.

The most common practices of purchasing enterprise solution software are often the least effective. This article talks about how to avoid the pitfalls of commodity purchasing when selecting enterprise systems and how to create a purchasing RFP that has the best chance of solving your business problems.

Resource management is the most popular reason organizations will switch from individual project management to enterprise project management so you’d think that would mean we’d have an extensive playbook on how to get the very best resource management out of such systems.
If only.

This paper was originally delivered at the PMI Global Congress in New Orleans in October 2013.
This article discusses how to identify a project which should be cancelled, distinguish it from a project that is merely troubled and then if need be, actively cancel a project in a way that is empowering to the project team, the organization, the stakeholders and even the project manager.