| STRATEGY
The
Strategic Role of Project Management
- - Don J Wessels
Nowadays,
organizations use project management as a tactical tool to execute projects. Projects
are essential to the growth and survival of organizations. They create value in
the form of improved business processes, are indispensable in the development
of new products and services, and make it easier for companies to respond to changes
in the environment, competition and the marketplace.
© 2007 Don J Wessels. This article was originally published in the February 2007
issue of PM World Today (www.pmworldtoday.net). Reprinted with permission. STRATEGY
Twelve
Requirements Basics for Project Success
- - Ralph R Young
The
article discusses a set of twelve requirements basics; these recommended approaches
will contribute to a project's success. The requirements basics are based on industry
experience guidance from requirements-related books, articles, and websites; and
the author's involvement with projects. capacity.
© 2006 Ralph R Young. This article was first published in the December 2006 issue
of Crosstalk: The Journal of Defense Software Engineering. Reprited with permission
STRATEGY
Ten
Steps to Better Requirements Management
- - Telelogic
This
article explains the characteristics of a "good" requirement and presents ten
steps to better requirements management.
© 2006 Telelogic India Private Limited (www.telelogic.com). Reprinted with permission.
INTELLECTUAL
PROPERTY Protecting
Intellectual Property and Regulatory Compliance during Development Collaborations
- - John Avellanet
New
product development collaborations in the biopharmaceutical industry is a dual-edged
sword, fostering innovation and speeding time to market while risking intellectual
property loss and compromising regulatory compliance. Use the six simple tactics,
discussed in this article, to increase your intellectual property protection and
improve your compliance capacity.
© 2006 Cerulean Associates LLC. Reprinted with permission. PROJECT
TOOLS Total
Solution with OPM - EPM and Project Management
- - Angyan P Jagathnarayanan
The
article explores the benefits/possibilities of using OPM-EPM in business enterprises
to assess and plan for improvement in Project Management in the future. It offers
a clear idea about portfolio, program and project management working towards an
enterprise-wide project management or enterprise project management.
© 2007 IUP . All Rights Reserved
PROJECT
TOOLS Project
Portfolio Management : The Growth Driver
- - V Venkateswara Rao Organizations
are managing their multiple projects by using the Project Portfolio Management
(PPM) tool which is helping them in terms of business value and adherence to overall
strategy.
© 2007 IUP . All Rights Reserved
COVER
STORY Creative
Project Accounting
- - Neville Turbit
Project
accounting is one of the least exciting parts of project management. It is also
usually a minefield of issues relating to reconciliations and administration.
This article is an attempt to think outside the box and look at some non-standard
accounting practices that might make project accounting more effective.
© 2006 Neville Turbit. This article was first published in August 2006 in the
ProjectPerfect website (www.projectperfect.com.au). Reprinted with permisssion.
BUSINESS
ENVIRONMENT Chief
Project Officer : Aligning Projects and Profits
- - A Anand As
companies face a complex and tough business environment today, ensuring the success
of their projects requires establishing the position of Chief Project Officer
(CPO). A CPO can act as a channel of communication between the Chief Executive
Officer (CEO) and the project team, and help ensure the alignment of the objective
of project management with the overall objective of the organization.
© 2007 IUP . All Rights Reserved
PROJECT
AUDIT Undertaking
a Successful Project Audit
- - Michael Stanleigh The
purpose of a project audit is to identify lessons learned that can help improve
the performance of a project or improve the performance of future projects. This
article provides a phased approach to completing a project audit successfully.
© 2006 Michael Stanleigh. This article was first published in September 2006 in
the Business Improvement Architects website (www.bia.ca). Reprinted with permission.
BENCHMARKING
A
Maturity Model That's Right and Ready : OPM3 - Past, Present and Future
- - Lynda Bourne This
article explores three inter-linked areas: The major elements of the OPM3 knowledge,
assessment and improvement; the main aspects of the OPM3 business model: assessment,
consulting, training and benchmarking; and the enhanced functionality provided
by the OPM3 ProductSuite inassessing an organization's maturity, planning a path
to improvement and measuring the effectiveness of the improvements.
© 2006 Lynda Bourne. This article was first presented and published in October
2006 at the PMI New Zealand Annual Conference (www.mosaicprojects.com). Reprinted
with permission. | 
