Project Management

When we do projects and how the activities, tasks, and milestones are arranged is a critical skill for any project manager, The Schedule Management Plan 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 […]

Your most successful projects might be sabotaging your company’s future. Sounds impossible? Every day, organizations watch individual projects hit their targets while strategic goals slip further away. Marketing launches their campaign flawlessly. IT delivers the new system on time. Operations cuts costs by 15%. Yet somehow, the company isn’t moving forward, it’s just getting busier.

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