Showing 8 posts in: Project & Program Management

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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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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Jun 3, 2014

Transformation, Strategy and Statistics: A Panel Discussion with Gartner and PMI

Posted by Johanna Mickel in Project & Program Management, Governance, Human Capital, Project Management Events, Project Management Office (PMO), Project Management Research, Strategy Execution | 0 Comments

Today’s panel discussion at the Gartner PPM and IT Governance conference featured Matt Light and PMI’s CEO Mark Langley, along with two practitioners—Claire Rutkowski of MWH Global and James Brown. James is currently with Dupont Pioneer but in a previous role was director of the PMO at Rockwell Automation … Read More »

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Today’s panel discussion at the Gartner PPM and IT Governance conference featured Matt Light and PMI’s CEO Mark Langley, along with two practitioners—Claire Rutkowski of MWH Global and James Brown. James is currently with Dupont Pioneer but in a previous role was director of the PMO at Rockwell Automation … Read More »

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Apr 29, 2014

One Size PMO Does NOT Fit All

Posted by Allen Young in Project & Program Management, Portfolio Management, Project Management Office (PMO), Project Management Research | 0 Comments

A good deal has been written about Project Management Offices (PMOs) in terms of the services they provide and the associated governance structures that go with them. I’ve seen the suggested types of PMOs range from as few as three to as many as twelve in my travels. Masha Nehme from Software Advice… Read More »

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A good deal has been written about Project Management Offices (PMOs) in terms of the services they provide and the associated governance structures that go with them. I’ve seen the suggested types of PMOs range from as few as three to as many as twelve in my travels. Masha Nehme from Software Advice… Read More »

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Apr 2, 2014

Managing Disruption ... Not an Oxymoron for Today's PMO

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

Managing disruption? Isn't that a contradiction in terms?Here at PM Solutions, we don't think so. We think there are aspects of project and program management that make the PMO the ideal partner in managing disruptive innovation and change. And in tomorrow's webinar, a reprise of J. Kent Crawford's popular PMO… Read More »

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Managing disruption? Isn't that a contradiction in terms?Here at PM Solutions, we don't think so. We think there are aspects of project and program management that make the PMO the ideal partner in managing disruptive innovation and change. And in tomorrow's webinar, a reprise of J. Kent Crawford's popular PMO… Read More »

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