Blog Archive

Showing 4 archived posts from: October 2008

Oct 20, 2008

Crossing the Great Divide

Posted by in Culture & Change Management, Portfolio Management, Project Management Office (PMO), Resource Optimization | 0 Comments

No, this post isn't about the Rockies ... except in the sense that projects face a rocky road when confronting with resource management challenges ... which is, according to our research, the most common challenge in project management.No, the divide I'm posting about is the one between projects and the executive level ... the divide… Read More »

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No, this post isn't about the Rockies ... except in the sense that projects face a rocky road when confronting with resource management challenges ... which is, according to our research, the most common challenge in project management.No, the divide I'm posting about is the one between projects and the executive level ... the divide… Read More »

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Oct 19, 2008

Dancing with Projects

Posted by in Culture & Change Management, Project & Program Management | 0 Comments

There's much being written these days about the need for agility in business. Yet I wonder whether most folks really understand or appreciate what's meant by "agility." Agility does not mean unmanaged or undocumented! A look in the dictionary reveals a lot about agile management practices. The word agility, derived from the Latin… Read More »

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There's much being written these days about the need for agility in business. Yet I wonder whether most folks really understand or appreciate what's meant by "agility." Agility does not mean unmanaged or undocumented! A look in the dictionary reveals a lot about agile management practices. The word agility, derived from the Latin… Read More »

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Oct 13, 2008

Strategy Execution: Align the Portfolio, Tune Up the Performance Engine, and Go!

Posted by J. Kent Crawford in Portfolio Management, Strategy Execution | 8 Comments

Every organization wants to effectively execute strategies, but many struggle to implement a process for doing so. This struggle is one reason that the Balanced Scorecard has had such a wide following and impact on business. Simply put, the BSC emphasizes the linkage of measurement to strategy. For the first time, the details of the… Read More »

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Every organization wants to effectively execute strategies, but many struggle to implement a process for doing so. This struggle is one reason that the Balanced Scorecard has had such a wide following and impact on business. Simply put, the BSC emphasizes the linkage of measurement to strategy. For the first time, the details of the… Read More »

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Oct 13, 2008

Strategy … and Projects?

Posted by Jeannette Cabanis-Brewin in Project Management Office (PMO), Site News, Strategy Execution | 1 Comment

Over the past ten years, we’ve come to value the results of our Center for Business Practices action research events, the Strategy & Projects Summit and Project Management Benchmarking Forums. At these events, project management leaders from major organizations have met and exchanged advice, best practices, challenges and solutions. They've forged working… Read More »

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Over the past ten years, we’ve come to value the results of our Center for Business Practices action research events, the Strategy & Projects Summit and Project Management Benchmarking Forums. At these events, project management leaders from major organizations have met and exchanged advice, best practices, challenges and solutions. They've forged working… Read More »

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