Showing 8 posts in: Culture & Change Management

Jan 14, 2015

Project Managers ... "Talent" or "Capital"?

Posted by Jeannette Cabanis-Brewin in Culture & Change Management, Human Capital, Project Management Events, Project Management Office (PMO), Project Management Research | 0 Comments

So, it’s official … PM Solutions thought leadership continues to run about 10 years ahead of the times.For example, we said the title Chief Project Officer would come into use in our 2001 book, The Strategic Project Office and by 2007 we were collecting business cards at every project management event with just that title.… Read More »

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So, it’s official … PM Solutions thought leadership continues to run about 10 years ahead of the times.For example, we said the title Chief Project Officer would come into use in our 2001 book, The Strategic Project Office and by 2007 we were collecting business cards at every project management event with just that title.… Read More »

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Nov 19, 2014

A World-Class Portfolio Management Office Brings Stability to An Island Nation’s Economy

Posted by Jeannette Cabanis-Brewin in Culture & Change Management, Project & Program Management, Governance, Portfolio Management, Project Management Office (PMO) | 0 Comments

This past Monday was an historic day for the small Caribbean nation of the Dominican Republic (DR); Luis Jose Bourget, director of The Central Bank’s Portfolio Management Office, traveled to Miami to accept accolades as a finalist in the PMO of the Year Award competition.As the first Latin American region finalist in… Read More »

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This past Monday was an historic day for the small Caribbean nation of the Dominican Republic (DR); Luis Jose Bourget, director of The Central Bank’s Portfolio Management Office, traveled to Miami to accept accolades as a finalist in the PMO of the Year Award competition.As the first Latin American region finalist in… Read More »

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Nov 18, 2014

Implementing Change Amid a “Perfect Storm” of Changes

Posted by Jeannette Cabanis-Brewin in Culture & Change Management, Project & Program Management, Performance Measurement, Project Management Office (PMO), Strategy Execution | 2 Comments

In 2012, WellPoint, one of the nation’s largest health benefits companies, serving 67 million people, stood at the center of a “perfect storm” of changes in their markets. A global recession, an aging population of Baby Boomers, and the advent of the Affordable Care Act (Obamacare) presented the company with what could have… Read More »

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In 2012, WellPoint, one of the nation’s largest health benefits companies, serving 67 million people, stood at the center of a “perfect storm” of changes in their markets. A global recession, an aging population of Baby Boomers, and the advent of the Affordable Care Act (Obamacare) presented the company with what could have… Read More »

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Nov 17, 2014

Building the Process Foundation for EPPM Tools

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

Rarely do organizations have any of the second level processes in place unless they developed them to work with a prior vendor’s EPPM tool, and the company is simply dropping it in favor of another vendor’s product. That means in most cases that they have to be created as part of… Read More »

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Rarely do organizations have any of the second level processes in place unless they developed them to work with a prior vendor’s EPPM tool, and the company is simply dropping it in favor of another vendor’s product. That means in most cases that they have to be created as part of… Read More »

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Nov 14, 2014

The Process Side of EPPM Tool Implementations

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

While organizational change issues are, in my opinion, the most significant component of an EPPM tool implementation, the process issues are a close second. By process, I mean at two levels:First level processThe overall project and portfolio management discipline level, which the organization has adopted for itself. This includes:Project management methodology, which… Read More »

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While organizational change issues are, in my opinion, the most significant component of an EPPM tool implementation, the process issues are a close second. By process, I mean at two levels:First level processThe overall project and portfolio management discipline level, which the organization has adopted for itself. This includes:Project management methodology, which… Read More »

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Nov 12, 2014

Don't Forget to Manage the Organizational Change that EPPM Tools Create

Posted by Allen Young in Culture & Change Management, Portfolio Management, Project Management Training | 0 Comments

Not to sound like a broken record, let me just repeat (and repeat) that organizational change management (OCM) activities should be injected into every EPPM tool implementation. In parallel with the vendor selection process, conduct an organizational change readiness assessment. Areas to focus on include: Sponsorship: Having an authorizing sponsor at the appropriate level is… Read More »

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Not to sound like a broken record, let me just repeat (and repeat) that organizational change management (OCM) activities should be injected into every EPPM tool implementation. In parallel with the vendor selection process, conduct an organizational change readiness assessment. Areas to focus on include: Sponsorship: Having an authorizing sponsor at the appropriate level is… Read More »

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Oct 29, 2014

Don’t Be a “Fool with a Tool”: Lessons Learned from the EPPM Tool Trenches

Posted by Allen Young in Culture & Change Management, Demand Management, Portfolio Management, Project Failure & Recovery, Resource Optimization, Strategy Execution | 0 Comments

PC-based project management software tools arrived on the scene in the early to mid-1980s; the first ones had crude graphics and reporting that was limited by today’s standards. The real value-add was the relational database network used to track a project schedule. For the first time, project managers could create a series… Read More »

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PC-based project management software tools arrived on the scene in the early to mid-1980s; the first ones had crude graphics and reporting that was limited by today’s standards. The real value-add was the relational database network used to track a project schedule. For the first time, project managers could create a series… Read More »

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Jun 9, 2014

Another Take on the Types, Levels and Responsibilities of PMOs

Posted by Johanna Mickel in Culture & Change Management, Project & Program Management, Governance, Performance Measurement, Project Management Events, Project Management Office (PMO), Strategy Execution | 0 Comments

I left the Gartner PPM and IT Governance conference last Wednesday evening with my head spinning: information and insight overload! A few days to process was required. Now looking back, I have to say that in many ways the last day of the conference was the most rewarding.Although the closing keynote by former Secretary… Read More »

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I left the Gartner PPM and IT Governance conference last Wednesday evening with my head spinning: information and insight overload! A few days to process was required. Now looking back, I have to say that in many ways the last day of the conference was the most rewarding.Although the closing keynote by former Secretary… Read More »

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