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Showing 8 posts in: Culture & Change Management

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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Jun 2, 2014

Managing Change, Realizing Value Take Center Stage at Gartner

Posted by Johanna Mickel in Culture & Change Management, Governance, Performance Measurement, Project Management Events | 0 Comments

I’m at the Gartner PPM and IT Governance Summit in National Harbor, MD, just outside Washington, DC and, looking back on the first day of keynotes and presentations, I recognize a familiar feeling: that it’s not so much that I heard anything new, as that Gartner analysts have a way of… Read More »

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I’m at the Gartner PPM and IT Governance Summit in National Harbor, MD, just outside Washington, DC and, looking back on the first day of keynotes and presentations, I recognize a familiar feeling: that it’s not so much that I heard anything new, as that Gartner analysts have a way of… 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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Feb 19, 2014

OCM, The People Side: Leverage the Champions of Change

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

Continuing to flesh out the areas I’d like to see expanded on in any OCM model, let’s take a look at how the PMO and its people contribute to—or impede—an organization’s “change-ability.”According to PM Solutions’ own research, the majority of firms… Read More »

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Continuing to flesh out the areas I’d like to see expanded on in any OCM model, let’s take a look at how the PMO and its people contribute to—or impede—an organization’s “change-ability.”According to PM Solutions’ own research, the majority of firms… Read More »

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