Changement de Paradigme dans le Pilotage des Systèmes d’Information
Aujourd’hui, dans des contextes toujours plus mouvants, les défis du pilotage des organisations sont vastes. Les pratiques actuelles n’y répondent pas et sont coûteuses. Il est donc indispensable de les ré-interroger et de leur donner du sens, afin d’en faire un atout.
Define Clear Business Goals and Metrics to Measure and Demonstrate the Business Value of Strategy Execution
This research helps executive leaders define business goals for their organizations by breaking down goals into refined impacts to the business process through activities. It also supports the easier development of metrics that show the business impact and the value of accomplishing the business case.
The CEO Says We Need Agile
CEOs like the latest technology, continuous improvement initiatives and to make decisions. But are those decisions always in the best interest of the organization?
Avoid These Five Things When Thinking Strategic Execution
Do you have new processes or improvements or methodologies to rollout to the enterprise user base of your organization? Are you thinking and planning in terms of proper strategic execution? You better be, because just winging it can’t be an option. Any improvement is going to shake up the system and cause disruption in the form of resistance, potential employee turnover, small to large learning curve, and may even affect your most treasured external customers and project stakeholders.
Interfacing between Linear Waterfall and Agile Approaches
This article depicts the best practice approach for integrating Agile approaches and speciﬁcally Scrum development with traditional overarching linear approaches, speciﬁcally waterfall methodology. The Agile PMO, properly deﬁned, can be positioned to secure Agile-Scrum beneﬁts while maintaining the necessary overarching control.
Is a PMO the Right Strategic Plan?
Projects happen no matter what your office infrastructure looks like. Whether you have a PMO or just one or more project managers or even no true defined project managers, projects still happen. And sometimes you aren’t even aware there are projects going on. They’re called tasks, assignments, must-do’s, emergencies, new initiatives, or whatever else someone who identified the need is calling it today. In reality, they’re all projects to some degree. Big and small, long or short, cheap or expensive… they are all projects.
Enquête PPM 2018
« Les réussites et les échecs des déploiements de solutions de pilotage de portefeuilles de projets (PPM) »
Paragraph: Demandez la synthèse de cette enquête qui a pour objectif de déterminer les tendances actuelles sur les réussites et échecs des déploiements de solution de PPM et de comprendre les facteurs clés de réussite ou les raisons des échecs.
Should Lean and Agile Organizations Limit Projects to Maximize Success?
Organizations are constantly thinking of more efﬁcient ways to operate in order to remain proﬁtable, effective and even relevant in their industry. At least they should be because competition for the remaining dollars is sometimes ﬁerce and high proﬁt margins on the engagements that we take in are nearly impossible to realize as we strive to do everything we can to please and retain the good paying customers that we are fortunate enough to obtain.
Combining Waterfall and Agile in SAFe
Agile and Waterfall processes are not generally considered something that should be mixed. They are mixed – and have to be – as many organizations make the transition from a Waterfall software development and project management methodology to an Agile methodology of the same.
Project Success: Is On Budget or On Time Enough Anymore?
It used to be that project success was based on one or more of three key project success determiners: on budget delivery, on time delivery, and customer satisfaction (and sometimes quality, but that also factors into customer satisfaction).
Written by Brad Egeland
Strategic Planning: From scrap head to moon shot
Is Strategic Planning dead and buried? After carefully considering the question we answer negatively and provide ten golden rules for agile strategic planning in the digital age based on our practice as strategy advisers and consultants
Written by Anna Mulock Houwer & Jean-Michel Moslonka
Agile Portfolio Management – Agility by delivering changes as business as usual
Many frameworks use the model ‘run the business’ (permanent teams doing the work) versus change the business’ (work will be done by temporary groups of people). Projects and programs are managed via ‘change the business’. We see project and programme managers bringing people together for a definite period to make this happen. But in many cases, we are confronted with budget overruns, delays and unhappy customers because what is delivered is not what they really need. As a reaction to these unsuccessful projects, a group of people created the agile manifesto, and based on that several agile delivery frameworks were designed to help to deliver more successful projects.
Written by Henny Portmann
Are you Cascading Your Strategy, Or Fragmenting it?
If all your departments are working off their own “mini me” version of the corporate strategy, you’re in trouble!
Written by Stacey Barr. www.staceybarr.com
4 Steps to Successful Execution of a Strategy
Every year millions of entrepreneurs come up with great ideas. And every year they spend
countless hours creating and re-creating detailed business and strategic plans. Often most of this
effort goes to waste as entrepreneurs fail to follow through on their own well-thought-out plans.
Written by Jesse Torres
Project Portfolio Management – Agility Everywhere?
By now we are all used to the greenwashing concept where « green marketing is deceptively used to promote the perception that an organization’s products are “environmentally friendly », according to the definition by Wikipedia.
Could a similar neologism apply to agility? Agilewashing?
Successful Project Management To Leave Competitors Behind
TOP 1: Project management is changing
TOP 2: Success factors of yesterday and today (Project quality)
TOP 3: Project management goals
TOP 4: Requirements for future IT software systems
TOP 5: Using project management software
TOP 6: Solution approach / summary
PPM Benefits for the Project Management Office
Most organizations and technology leaders agree that even a modest investment in a project
portfolio management solution can yield noticeable benefits – even significant returns in some
cases of higher dollar applications across the enterprise. Commonly conceived benefits of a Project
Portfolio Management solution implementation include:
• Prioritization for decision-making
• Faster project executions
• More accurate and planning and forecasting of investments in projects for the organization
• More optimized resource utilization
As we consider in this paper the key benefits a PPM solution can bring to the project office roles in
the organization, let’s first consider what a PPM is and what it does for the organizations that
interact with it…
Is a Project Portfolio Management Solution in Your Future?
You’re a growing company with new projects in the works, projects that are currently happening and a debris field of successful and failed projects behind you. You have some info…some data that will help you decide what projects to take on, what to pass on, and what to do next, after that, and after that. But where do you put it…how do you use it? The answer? A project portfolio management (PPM) tool or solution.