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PROJECT
INNOVATION
Strategies
for Innovative Project Management: Improving Enterprise Performance
- - Larry Puleo
One
of the biggest issues facing executives in most organizations
today is improving enterprise performance to move the company
forward. This challenge exists due to the lack of a disciplined
process for selecting strategic priorities and allocating
resources to execute those priorities. This paper discusses
two innovative approaches using project management to help
leaders achieve project alignment and improve project performance
across the enterprise. One approach is to employ portfolio
project management to enable leaders to select and prioritize
projects that align with an organization's strategic plan.
The second approach discusses a new method of employing an
integrated project management process.
© 2003 Larry Puleo (www.projectmanagement.ittoolbox.com).
Reprinted with permission.
PROJECT
STRATEGY
Project
Strategy: The Key to Project Success
- - Michael Poll and Aaron J Shenhar
Schedule
and budget dominate the measures of project success. To take
advantage of opportunities, projects must be more than just
tactical or operational. Building market share, extending
product lines, increasing revenue, satisfying customers, and
building for the future are more important measures of project
success. Projects should be an active element in the implementation
of a company's strategic intent, achieve better results, and
increase the company's competitive advantage or value. Project
Strategy focuses the project on the desired strategic results.
It is an overarching set of guidelines to be used by the project
in making decisions and taking action in alignment with corporate,
business, marketing, and operational strategies. Existing
frameworks and models offer insight in defining Project Strategy.
© 2003 PICMET (www.picmet.org). Reprinted with permission.
PROJECT
QUALITY MANAGEMENT
How
to Routinely Assure Project Success
- - Niels Malotaux
Evo,
short for Evolutionary Project Management Methods, is rapidly
and frequently applying the Plan-Do-Check-Act cycle, not just
for the development of the project-result, but also for the
project organization and even on the methods used. We organize
the work in weekly TaskCycles. TaskCycles feed bi-weekly DeliveryCycles
by which we optimize the requirements and check our assumptions.
We use TimeLine to create and maintain the total project scope
and to connect the Project Result, through the Deliveries,
to the work organized in Tasks. Evo combines Planning, Requirements
Management, and Risk Management into Result Management, with
a fanatical view on ROI.
© 2005 Niels Malotaux (www.malotaux.nl). Reprinted with permission.
COVER
STORY
Making
Collaboration Work
- - Cathy Webber
Collaboration
involves project teams which are formed to achieve the common
goals of the organization. Involving all the stakeholders
in the decision-making process, drafting project team frameworks,
rewarding teams, creating team champions and effective use
of collaborative technologies like document management systems,
problem solving methods, and group facilitation techniques
helps collaboration work.
© 2005 Cathy Webber (http://www.projectsatwork.com). Reprinted
with permission.
PROJECT
ESTIMATION
Size-based
Estimation for Legacy Applications
- - Gerald Varghese and Venkatachalam Narayana Iyer
The
project experiences from development, maintenance and bug
fixing kind of projects for the legacy applications have been
considered while preparing this paper. Predictive management
will discuss about predicting the remaining time, midway through
the project execution period. Practicing the modus operandi
mentioned in the paper helps in interactions with the different
stakeholders in a more professional and robust manner, as
the entire communication will be based on quantitative data.
The paper shares the estimation experience gained from executing
legacy projects and supports the readers with some of the
best practices to be adopted for estimation in legacy projects.
© 2005 IUP. All Rights Reserved
PROJECT
CLOSURE
Project
Closing Phase
- - K Rajyalakshmi
The
closing phase of a project involves activities like documentation
of project outcomes, communicating about the project closure
to all stakeholders and finalization of project accounts.
This phase commences as soon as the client accepts the project
result. Project teams are immediately redeployed back into
the organization. A closing phase often marks the success
of the project and increases the organization's prospects
for getting new projects.
© 2005 IUP. All Rights Reserved
PROJECT
DECISION-MAKING
Simplification
as a Key Function of Management
- - Ilya Tirdatov
Every
project is characterized by complexity, uncertainty and risk
arising out of the processes involved in performing projects.
The successful outcome of the project is only possible by
applying a simplified decision-making process, which is done
by following comprehensive approaches to each process and
activity, starting from the planning stage to the implementation
stage.
© 2005 Ilya Tirdatov. This article was fist published by ASAPM
and can be accessed on http://www.asapm.org. Reprinted with
permission.
BOOK
REVIEW
Project
Risk Management: Principles and Practices
- - Y Chandra Sekhar
Risk
and uncertainty go hand in hand and as organizations try to
pursue opportunities, the element of risk involved also escalates.
The magnitude of risk varies from one project to another.
The underlying wisdom is that project risk management is all
about estimation of the risk involved based on the likelihood
of future project uncertainties that may arise during the
course of the project.
© 2005 IUP. All Rights Reserved
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