PPM Perspectives

The New Stuff Machine

New stuff arrives every day. This new stuff usually results from the determined efforts of a project team. In fact, a steady stream of new stuff comes from an army of project teams. But how often are we prepared for this new stuff? When we are not prepared, does that stop the new stuff from coming? Two letters: N O.

Measuring Change

I've been engaged in a discussion with a PPM consultant about how to measure change in the IT portfolio.  The question goes something like this: "How do we assess the amount of change that certain initiatives will create?"  A follow up question could be "What is the quantitative assessment of change?" and then "What are the qualitative measures of change?"

Getting Started

It's one thing to implement a PPM solution for organizations that have already realized that they want and need PPM.  These organizations have discovered that visibility into the project portfolio is essential to performance of the organization.  They can see it.  They can measure it.  They can manage it.  For organizations that have already crossed the line of "why I need PPM", the issues become tactical: speed, timing, scope and process.  But that's not the whole story.

Up and Comers

I was talking about a PPM implementation with an IT Exec this morning and one topic that came up was staff development.  We had been discussing the success factors in his implementation and we got into the topic of his team.