Project Management Articles, Whitepapers, Point of View Papers and Survey Reports

Project Management Programme/Portfolio Management PMO Organisational Improvement Leadership & Communications Business Analysis Contract Management Your Leadership Training Investment Is Not Producing the Results You Want. Now What?  Date: May 2012   Summary: In an era of greater accountability, increased transparency and stringent performance analysis, leadership training for your core and extended team is a worthy investment and a likely priority. However, simply identifying leadership performance gaps and seeking related learning programmes may not be the most effective approach to building expertise. Yes, higher-lever positions require higher-level skills, but if your leaders lack command of certain fundamental, baseline skills, your current programme may be setting them — and your organisation — up for failure. The Top Ten Project Management Trends for 2012 Date: January 2012   Summary: As the project environment grows in complexity, project management will require team, stakeholder and executive collaboration in 2012 like never before. On-the-job application of training, custom-made project approaches, innovative project tools and smarter resource management will be essential for driving the greatest business impact. Not only project management, but also the definition of “project success” has changed to encompass more than the triple constraint. Agile Project Management Is Not Just a Change in Methods - It is a Shift in Metrics and Mindset Date: January 2011   Summary: As the Agile Project Management approach becomes more mainstream, organisations considering its implementation are deluged with questions. Metrics for Agile Projects - Finding the Right Tools for the Job Date: January 2011   Summary: This informative paper will provide best practices project managers should use to expand the use of the metrics at their disposal to fine-tune the progress they are showing on their agile projects. Top 10 Project Management Trends for 2011 from ESI International Date: January 2011   Summary: ESI International revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends. Successful Solutions Through Agile Project Management Date: November 2010   Summary: Today’s business climate is both dynamic and complex. Management faces changing requirements and increasing demands, as well as tight budgets and fast turnaround demands. Organisations are struggling to do more with less — fewer resources, including less money, and, in many cases a reduced workforce. Therefore, it is essential to optimise every aspect of business, particularly project management. Is Project Management a Core Skill and No Longer a Niche Capability? Date: October 2010   Summary: Project management is fast becoming the preferred way for companies to get things done. In a global economy, project management makes a company more competitive than other traditional methods of managing work. Think of Risk Management as Competitive Advantage Date: March 2010   Summary: Whether buying or selling outsourced products or services, organisations cannot afford not to have a risk management plan in place. Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide Date: September 2009   Summary: PRINCE2 is the UK Government’s structured project management method. PMI stands for the Project Management Institute producing guidance on project management documented in the 'Guide to the Project Management Body of Knowledge' - hence the PMI PMBOK Guide Getting Energised About Risk Date: September 2009   Summary: The real issue is not how to get rid of risk, but rather how to manage it. And, although that takes a lot of time and energy, perhaps new perspectives can be gained if risk is looked at from a project life cycle perspective. Recognising Project Warning Signs Part 2 Date: June 2009   Summary: Recognising and recovering troubled projects is currently one of the hottest subjects in project management circles. But wouldn’t it be great if you could predict the future by recognising project warning signs before... Recognising Project Warning Signs Date: June 2009   Summary: We see warning signs every day, such as “Wet paint” or “Road Ends in Water.” Such signs are common reminders to be careful. The earlier we heed their advice, the better off we’ll be because time is a resource when ... Enterprise Analysis - Building a Foundation from the Top Down Date: March 2009   Summary: Keep the pace and reap the benefits - examine the step-by-step process of identifying and analysing potential solutions to business needs. The Change Management Life Cycle Date: October 2008   Summary: Every organisation is affected by change. Still, organisational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation. The Project Manager Perspective on Project Portfolio Management Effectiveness Date: March 2009   Summary: Organizations rely on project portfolio management (PPM) to evaluate, prioritize, approve, implement and manage projects to meet their strategic and financial goals. This study provides an analysis of PPM maturity and challenges within organizations around the globe from the project and program manager level. Its unique, bottom-up perspective offers insight into the factors that lead to successful implementation of strategic direction. Delivering Successful Programmes Date: March 2008   Summary: The rapid pace of innovation and the increasing level of management, stakeholder and customer expectations demand that organisations re-assess how they do business. Programme management, which PMI® defines as “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually,” is key to executing major strategic initiatives. Unfortunately, many organisations are ill-equipped to manage larger-scale programmes. This paper describes 10 vital steps of programme management that must be done right in order for organisations to successfully deliver the benefits of change initiatives. The steps, which may be performed by a programme manager or by others within the organisation, together address the three overarching responsibilities of the programme manager: effective governance, stakeholder management and benefits management. SURVEY - The Global State of the PMO: On the Road to the Next Generation  Date: May 2012   Summary: This second annual global PMO benchmarking survey conducted in early 2012 with over 3,000 respondents takes a comparative view, determining what is trending, and what is not, in the PMO landscape. ESI International set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Due to the rise in collaboration software, the study also sought to measure how widespread the usage of such tools has become. Since three in four of those surveyed claimed to have, or have had, a PMO in their organization, ESI was able to capture a broad range of representative data in a wide variety of industries such as energy, telecommunications, IT, construction, health care, manufacturing, government and financial services. FULL SURVEY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training Date: May 2011   Summary: This study is based upon research conducted from a quantitative survey of senior level project and programme managers from a variety of industries around the world with a total of 3,740 respondents. Over 45 percent of those surveyed were PMO staff while nearly 37 percent were non-PMO staff. Only 18 percent reported not having a PMO at all. SUMMARY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training Date: May 2011   Summary: Across numerous industries and in every region of the world, businesses have endeavoured to boost their overall performance in project and programme management. A central element of their strategy has been to establish and continually expand their Project/Programme Management Office (PMO). A PMO is defined as an organisational body through which businesses deploy project management. As a means to an end, rather than an end itself, many PMOs take on a strategic, objectives-oriented role while other implementations tend to be more tactical in nature. Regardless of the approach, the same questions apply. Taking Your PMO to the Next Level: Four Steps to Value Improvement Date: June 2010   Summary: In today’s economy, every company and organisation is struggling to do more with less, and performance is paramount. This is true for public and private sector entities, as well as for non-profits. Which is why, in order to prevail in lean times, it is essential to optimise every operation of your organisation, especially the project management office (PMO). The Challenges to Success for Project and Programme Management Offices Date: March 2009   Summary: This study sought to assess the impact and significance of the PMO within organisations, to discover the challenges they have faced, and measures they have attempted to overcome them. The results provide insight into the issues that may benefit PMOs as they undertake their mission to improve organisational performance, particularly in the current economic environment. Innovation in Learning Drives Workforce Productivity Date: August 2011   Summary: In this lean environment, how do leaders responsible for learning programmes adjust and adapt their human capital initiatives? FULL SURVEY - Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality Date: May 2011   Summary: The full report reviews overall survey findings, but specifically focus in on three key phases in the application and transfer of learning that shed light on successful and not so successful strategies: pre-training; motivation; and post-learning. To fill out the learning transfer picture, this report integrates the most valuable written comments submitted by survey respondents, along with commentary and real-world insight developed through first-hand client experience. Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality Date: May 2011   Summary: ESI International issued a Transfer of Learning Survey in March 2011 designed to assess an organisation’s success or difficulty in fostering a learning transfer climate in the workplace. The goal was to determine if organisations had a system or set of processes that ensures trainees can apply learning on the job — in an immediate way — to improve actual employee performance and generate positive business impact. An Inch or a Mile? Proven Practices in Measuring Learning Impact Date: January 2011   Summary: In today’s learning environment, learning and development (L&D) professionals continue to be challenged with the impact learning has on an individual or a business initiative. This paper will explore the most riveting and emerging topics that L&D professionals face and how measurement is playing a role in aiding them in demonstrating the impact of learning. Eight initiatives are discussed where measuring can be a catalyst for positive change. If Your Business Cases Focus Solely on ROI Your Organisation Could Be Funding All the Wrong Projects Date: March 2011   Summary: Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a projectﾒs potential impact. From ROI to VOI - Organizations are failing to tie learning to business impact Date: January 2011   Summary: Many organizations implement learning engagements, or PM training programmes, to increase employee satisfaction, realise better project team performance, and improve communication and results. But do these organizations understand the impact of these programmes beyond traditional employee engagement measures? Common Senior Executive Errors Date: November 2010   Summary: The role of the executives, or sponsors, cannot be underestimated and key areas of focus are highlighted in this article. Certification – worth the hassle? Date: June 2010   Summary: The days when an individual was given a project to complete alongside their normal day to day roles are going. Project management is becoming an established profession on its own, like accountancy; it has professional bodies, certification bodies,frameworks and methodologies, protocols, research and best practice. The Measurement Dilemma:Tying Learning to Business Impact and Financial Outcomes Date: May 2010   Summary: Many organisations implement 'learning engagements', increase employee satisfaction, realise better team performance, and improve communication. But do these organisations understand the impact of these programmes beyond traditional employee engagement measures? Risky Business: Organisational Effectiveness at Managing Risk of Outsourced Projects Date: April 2010   Summary: This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively. When Intent Does Not Match Outcome Date: November 2009   Summary: Our intended communication doesn't always achieve the desired outcome. All communication starts with intent. Will your organisation get an 'A' for learning, but an 'F' for value of investment? Date: October 2009   Summary: Strengthening and evolving your company’s skill and performance level requires more than educating your employees. It is cheaper, your staff wants it and most importantly, it works. So why are you not taking your learning programme virtual? Date: October 2009   Summary: In a time when companies are scrutinising budget and facing tough economic and resource constraints, VILT can be an effective, cost-efficient, location-neutral learning solution. The Change Management Life Cycle Date: May 2009   Summary: Every organization is affected by change. Still, organizational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation. Forget Project Management... It is Leadership That Counts Date: June 2010   Summary: Although it's convenient to label us as 'Project Managers', behind that title is a number of skills and competencies. And, leadership is one of the most important but probably the hardest to learn competencies. Coaching and Mentoring – Are You Missing an Opportunity? Date: February 2010   Summary: Today’s business environment encourages, if not demands, an approach to management that develops people through coaching and mentoring rather than through constant direction. Eight Times to Abandon E -mail Date: November 2008   Summary: As busy project managers manage their precious personal and project schedules, they look for any means to save time and money. The need to do this is amplified by the economic conditions present today. Why Modelling Works — and Your Solutions Development Process Could Fail Without It  Date: May 2012   Summary: One of the keys to successful solution development is effective stakeholder interaction, and one of the keys to facilitating interaction is modelling. Because the approach provides instant visual insight into opportunities for improving efficiencies, demonstrating traceability and validating requirements, it is a proven, powerful tool for Business Analysts. In fact, organisations that do not adopt modelling may run the risk of prolonged inefficiencies, duplicated efforts and squandered financial opportunities. Why Good Isn't Good Enough: The Global State of Business Analysis Date: January 2012   Summary: This global survey seeks to determine the actual business impact that BA has on organisations, and examines its current state by inquiring into BA practices, trends, challenges and applications of the BA discipline. Top 10 Business Analysis Trends for 2011 from ESI International Date: January 2011   Summary: ESI International reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) – also known as business analysis – a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends. A Surprising Change Leader - Your Business Analyst Date: December 2010   Summary: The most successful organisations are able to identify opportunities for self-improvement and conceive of changes that can make them more efficient, more successful and better equipped to achieve their goals. Get to the Core of Vendor Management Problems with Better Requirements Date: September 2010   Summary: Among the organisations struggling with outsourced projects that have gone bad, or that have failed completely, the most often cited reason is vendor management issues, as if the vendor is always the one to blame and the buyer is completely blameless. The Top Five Commercial Skills Needed To Be a Great Business Analyst Date: April 2009   Summary: The truly great business analysts have certain skills and attributes in common. The Key Components For Successful Contract Management Date: January 2011   Summary: This paper tries to help you identify some of the aspects you need to consider and some of the best practices to adopt to make contract management as normal a business activity as any of the more traditional business processes. The Value of Contract Management Fundamentals for Every Project Manager Date: January 2011   Summary: The manager of today must know about procurement and contracts. In short, there is a new tool in the managers' tool kits - contract management! This article considers some of the components of procurement and contract management that must be mastered.

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