Articles
Articles remain the copyright of the original authors and publishers. They are not covered by the Creative Commons licence.
| Title | Author(s) | Notes | Provided by |
|---|---|---|---|
This video is a delight and shows that it is the practices that matter, not what we call them It’s only four minutes long, but is derived from the detailed project management records still held in the Royal archives in Korea. | |||
Follow Emperor Sponsus on his path to glory and the trials and tribulations of general Marcus Projex Magna as he struggles to turn Sponsus’s vision into a reality. | |||
The wisdom in this paper won’t be found in methods and processes, they are more about how experienced and skilled people apply them and the issues they face. | |||
Portfolios are the responsibility of a senior director who is tasked with realising the benefits represented by a ‘slice’ of the company’s business plan. This person will ensure that the sum of the benefits adds up to the total benefits required by the organisation as a whole. | |||
Portfolio management: Selecting your projects according to strategic objectives. | The demand for improved returns from investment is now pervasive – and well overdue. Yet most enterprises still struggle with the process of deciding what to do. | ||
This article reminds us of the fundamentals of business-led project management. Projects are about change. Whether this is for your customers, as external projects, or for yourselves, as internal projects, the desired outcome is the same: do them well and your organisation will thrive. | |||
This article takes us back to the fundamentals of business-led project management, looking at why we need a staged approach to managing projects. | |||
A Finnish company told me: ‘Skipping the first stage is a driver for failure’. Both research and observation have shown that paying attention to the investigative stages of a project pays dividends. | |||
If you have no resources to undertake a project, nothing will happen. Further, if there is no one to operate the outputs, the benefits will simply not be realised. It is easy to say this but the world is littered with project deliverables which were either never finished or are lying there untouched since the day the work was completed. | |||
Exploring challenges faced by organisations seeking to optimise their total portfolio of projects through the effective combination of project management, sponsorship and portfolio management. | |||
Some people have spent most, if not all their careers engaged in project management in one form or another. Research and anecdotal evidence, however, seems to indicate that we still don’t 'get it'. | |||
Cooke-Davies | As organisations undertake more of their work in the form of projects, and as the effectiveness of project working in an organization becomes increasingly important to organizational success, there is a need to understand better how project management adds value. | ||
This is a blog and transcript of a presentation at Conference Zero in 2013. It compares the failure of projects with the failure of fad-diets. | Praxis Framework Ltd | ||
This article warns that we should not see the new guides in programme management as the latest panacea. (First appeared in Project Manager Today magazine in January 2001) | Praxis Framework Ltd | ||
Eggington | For far too long, have project managers been battered and the project management profession blighted with headline statistics that claim project success rates, but what is 'success'? | ||
In this article, Donnie MacNicol and Adrian Dooley look at something that may help explain why the proliferation of ‘best practice’ advice and guidance has made little impact on the success rate of projects, programmes and portfolios. | Praxis Framework Ltd | ||
Mosaic | The strategic capability to manage projects includes the direction of the organisation’s overall Project Delivery Capability (PDC) towards the achievement of its strategic objectives. | ||
For those of us that ‘believe’ in the tangible value that project management can bring - there is only one thing we can do - and that is to demonstrate that value through the projects that we manage. | |||
There has been a trend in recent years to re-structure process-oriented work into projects because there is a belief that project-based working allows greater control, transparency and value for money. | |||
Pyne | This article separates agile project management from agile development, outlines the value of being project agile, describes what being project agile means at both the organisational and the project level. | Pyne Consulting Limited | |
| Project management can save the world | Reeson | Project and programme managers the ideal candidates to help in times of disaster and destruction | MR Project Solutions |
| The Mulberry Harbours | Reiss | A look at one of the great projects of the past. The D-Day Mulberry Harbours | Project Manager Today magazine |
Documentation may be tedious, but it could save your project. | |||
Turner | It is not easy, but organisations must put in place governance mechanisms to manage their programmes and portfolios of projects, to ensure their smooth progression. |
