• Case Study – FundSERV Inc: Improving Visibility and Reducing Manual Reporting with Project Portfolio Management - Learn how FundSERV improved PPM practices with a Project Portfolio Management solution! View Case Study
  • Case Study – City of Vaughan: Managing Project Expectations with Project Portfolio Management - The City of Vaughan recognized the need for a proper solution to consistently track and manage their many projects. View this case study to see how they reached success with Eclipse PPM! View Case Study
  • Case Study – City of London: Creating Better Business Results with Project Portfolio Management - View this case study to see how Eclipse PPM helped the City of London make better project decisions within the IT Project Portfolio. View Case Study
  • Seven Secrets of Successful PMOs - KIRON D. BONDALE, PMP Establishing a PMO is a popular approach taken by many organizations to facilitate project portfolio management or project management capability improvements. Despite the value that a PMO can provide, most are shut down within three years of their being established. In order to be successful, a PMO must have an actively involved executive sponsor, it must fit the culture and structure of the organization, it should have a formally approved and communicated mandate, its setup needs to have been planned and executed like any other strategic organization change project, it should track and communicate the tangible value it is delivering and it needs to leverage supporting […]
  • Practical Project Risk Management - KIRON D. BONDALE, PMP Project risk management can reduce the cost of having to resolve project issues, as well as improving the accuracy of defining schedule and cost contingencies. Unfortunately most approaches to project risk management are theoretical and require the availability of supporting historical data. This can result in resistance from project sponsors and project teams to applying these practices in a consistent manner. A practical approach to project risk management needs to balance the value provided by this discipline against the costs of its execution. The overall risk of a project is evaluated when a request is submitted and a finite portfolio of specific risk events is assessed […]
  • PM Panel: Taking Projects Off Life Support with Maturing Project Management Practices - Presented January 26, 2011 LESSONS LEARNED: Understand resource management practices to ensure projects are completed on-time. Learn how to identify project sponsors that will provide strong, consistent backing to ensure a project is carried through from initiation to completion and put into practice by employees. Recognize the importance of business value realization towards project success. Assess how your organization incorporates project performance in the annual evaluation process. PANELISTS: Mary Beattie, Manager, Project Management Office – Health First Inc., Melborne FL Tejal Desai, PMP – Project Management Specialist – University of Illinois Medical Center, Chicago IL Daniel Mainville, PMP – Manager, Project Management Office – Southlake Regional Health Centre, ON, Canada […]
  • How to Start a PPM Initiative: Where do you begin – process or technology? - Project Portfolio Management (PPM) is a strategic approach for maximizing the return on an organization’s project investments. Similar to any other strategic initiative, it is delivered through changes to organization, process and technology. Gaps in any one of these can impact the overall success of a PPM initiative. Organizations can avoid such issues by developing a roadmap for PPM capability improvement, making some key governance decisions, designing right-sized PPM and project management (PM) processes, staffing the delivery and support of these processes, and deploying the processes in parallel with the implementation of supporting technologies. View White Paper
  • How to Prioritize Projects When Every One is Critical - KIRON D. BONDALE, PMP Project prioritization is an important component of project portfolio management as it ensures that organization resources are directed towards the highest value project investments. Traditional approaches to project prioritization have used subjective labels or have utilized objective approaches using a single variable such as return on investment. These approaches have their drawbacks, and it is recommended to prioritize projects using a balanced weighted score that is calculated from multiple objective criteria. View White Paper
  • CIO Panel: Evolving IT’s role from order taking to delivering business value - Presented January 20, 2011 LESSONS LEARNED: Assess how your organization leverages PPM practices to get the most out of strategic healthcare projects. Identify the changing role of IT from internal service provider to partnership with the organization. Compare different CIOs approaches for terminating low value projects and prioritizing projects. Evaluate business risks associated with projects during selection, prioritization and ongoing tracking. Recognize the importance of executive and senior management buy-in when developing and carrying out project prioritization for your organization. PANELISTS Rodney J. Burns – CIO, North Simcoe Muskoka LHIN, Ontario, Canada Rose Ann Laureto – CIO, University of Illinois Medical Center, Chicago, IL Charles Podesta – SVP & CIO, […]