Project Management

The Schedule Management Plan is a key element of a project’s overall Project Management Plan. It provides guidance to the project manager and project team on how the project schedule will be developed, maintained, and controlled. With a Schedule Management Plan, the project manager can use pre-determined mitigation steps to address deviations from the plan […]

Enterprises want to know if their projects align with the organization’s strategic objectives, but how can they get organization-wide visibility and transparency? Enterprise project management (EPM) is a way to coordinate all projects in a company. In this article, we’ll discuss EPM and why implementing one is essential for enterprises. On this page: What is

Large organizations leverage an Enterprise Project Management Office (EPMO) organizational model to enable a consistent and reliable alignment of project management office execution, portfolio management governance, and corporate strategy. An EPMO structure creates standardized key performance indicators and metrics, more accurate project reporting at all levels, and efficient resource utilization across teams, all in support

Enterprise project portfolio management, or EPPM, is a way to align all projects and portfolios with strategic objectives. It’s a centralized system that can see what everyone is working on. In short, when everyone is on the same page, projects are more successful. In this article, we’ll explain the process of EPPM, some challenges and

Those who are already familiar with a project management office (PMO) will understand that a PMO can operate under one of three levels of organizational scope: individual, departmental, and enterprise. While individual and departmental PMOs support project management teams at the project or business unit level, respectively, enterprise PMOs (EPMOs) work differently. In fact, enterprise

As project management shifts toward more transparency, clients are increasingly interested in how well the team spends its time and resources. Project teams are expected to “do more with less,” and to “work smarter, not harder.” While these are good practices to adopt in general, the challenge for project managers is quantifying how much value