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Competitive Advantage and Transformation Programs within Integrated PM

Competitive Advantage and Transformation Programs within Integrated PM

"If we use Integrated PM in our Transformation programs, then we can benefit from systematic change aligned to strategic plans, but we will need to spend time in change preparation across multiple disciplines."

High performing enterprises, as well as those lagging the leaders, are always on the lookout for the levers that give them a business performance edge, and are always striving to maintain that edge. A business strategy discipline has numerous frameworks and tools that are used by enterprises to formulate their competitive strategies. Enterprises recognize the equal importance of possessing the strategic execution capability needed to effectively implement a competitive strategy. This "must have" strategic execution capability is also the capability of Program Management within Integrated PM.

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Project or Program and Integrated PM

Project or Program and Integrated PM

"If we implement Integrated PM within our organization, then we can gain project, program, and portfolio performance improvements, but we don’t want to ignore all of the typical practices we’ve developed over the years- we would never be able to get adoption."

There is no one commonly accepted definition of a program, and as such, many different definitions prevail. Some definitions sound much like that of a project, and others are similar to a portfolio. However, it is commonly recognized that a program is:

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Prioritizing Projects Using Value Chain Analysis

Prioritizing Projects Using Value Chain Analysis

"If we prioritize projects, then we can concentrate our efforts and funds on a greater purpose, but keeping our activities aligned with a business purpose is difficult."

Business-based prioritization is the tool for assessing the bottom-line impact of IT projects and assigning resources to the most valuable. It answers a funda-mental management question:

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Project Management Methodology and Frameworks

Project Management Methodology and Frameworks

“If I standardize our project team’s templates, then I can gain efficiencies that lead to cost reductions and increases in perceived value, but to call it a quagmire of standards, frameworks, and methodologies is an understatement.”

Most companies seem to recognize the need for one or more project management methodologies but either create the wrong methodologies, or misuse the methodologies that have been created. To avoid this I recommend to my clients a Performance Measure framework. But before I get into that, I’d like to provide a few lists that might help with methodology discussions.

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Capacity Planning Readiness Check-list

Capacity Planning Readiness Check-list

ARE YOU READY FOR CAPACITY PLANNING?

I find that organizations are evenly divided across the three levels of readiness: chaos, visibility, and controlled/optimized. Only about 5 percent of the ready organizations were at the highest "optimized" level, ready with advanced capabilities such as ensuring the best-fit resource for the highest-value work, ongoing resource planning for adapting to change, and the ability to perform what-if simulations.

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