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Abstract: Project portfolio management (
PPM) is a tool-supported process for optimally managing an organization’s “portfolio” of projects. And although
PPM can provide real value, many organizations are finding
PPM implementations difficult. However, there are key approaches that can increase your likelihood of success, as well as an effective step-by-step process for implementing
PPM within your organization.
PubDate: 3/28/2007 10:26:00 PM
Abstract: Project portfolio management (PPM), once a solution only larger organizations could afford, enables companies to analyze, recommend, authorize, activate, expedite, and monitor projects. In recent years, however, small to medium businesses have been able to benefit from PPM too, through software-as-a-service models of this tool.
Abstract: There are two types of project portfolio management (PPM) solutions for professional services organizations (PSO). For smaller PSOs, best-of-breed vendors provide hosted solutions with out-of-the-box integrations, while integrated PPM solutions provide the complete back-office systems preferred by many larger PSOs.
Abstract: Many companies recognize the need for project portfolio management (PPM) and implement a solution, but encounter cultural resistance to the initiative. Yet other companies can integrate PPM with virtually no resistance. The difference is the readiness for and acceptance of change in the company. Learn how to avoid the pitfalls, adhere to proven best practices, and realize the benefits and huge return on investment (ROI).
Abstract: Project portfolio management (PPM) software can provide a dynamic decision-making process for assessing projects such as portfolios, prioritizing projects, and allocating limited resources to meet key organizational objectives. Using PPM can also help you better align and manage your people, projects, and processes—giving you the ability to react quickly to change and minimize risk in the current declining market.
Abstract: Research shows that companies implementing product portfolio management (PPM) solutions achieve greater success in profitability because of their ability to monitor product value throughout the product selection and development processes. With the ability to evaluate this information through PPM capabilities, companies can take corrective action to maximize product value during new development—or kill projects that won’t deliver sufficient returns.
Abstract: Project portfolio management (PPM) is a hot topic, and there’s no shortage of related advice. However, much of the current advice is incomplete—or flat-out wrong. Before purchasing a tool, buyers should familiarize themselves with established theories for valuing projects. Armed with understanding, they can avoid getting 'burned' by the unsuitable PPM tools that are being pushed in the marketplace.
Abstract: Project portfolio management (PPM) has become a critical component in the IT business lexicon. It provides structure and consistency to the process associated with the planning, prioritization, management, and control of project portfolios. By using PPM, IT departments can align their IT and business strategies and improve performance in project-based work, and enhanced corporate governance.
Abstract: Companies make decisions about their supply chains every day. But do they really understand the impact of their decisions on the P&L, Balance Sheet, and key operational metrics? Do they have the tools to available to consider a broad set of possible options and their inherent trade-offs?
Abstract: Seagate Software has announced a new chapter in its corporate history by changing its name to Crystal Decisions. Crystal Decisions is an information infrastructure company that is a market leader in business intelligence, specifically for query and reporting tools. The new name reflects that of its flagship product, Crystal Reports.
Abstract: Most decisions on technology investments, like decisions in other business areas, are tied to expected benefits. Typically, these benefits are identified as cost savings, greater efficiencies, 'best practices,' or more sales. But too often the value promised by adopting new technology is misinterpreted or misunderstood by the business. The result: mismanaged expectations, or worse, business decisions made with faulty information.
Abstract: Most enterprises have accumulated a surfeit of workforce and employee data. Only leading-edge companies are making extensive use of data to drive human capital management (HCM) decisions the way most companies use financial and marketing data to make strategic business decisions. Learn more about why—and how—you should be making fact-based workforce planning decisions that will help you survive the current recession.
Abstract: High-level strategic decisions often have multiple, cascading cost impacts. The reaction of the costs to changes in the supply chain system is not predictable in a simple relationship that is based on current standard costs, because strategic changes often involve step changes in costs that alter the balance of fixed and variable costs.
Abstract: And you can find out how in the tec report seeing the big picture: a corporate guide to better
decisions through it.
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Abstract: Executives at small and midsize companies make critical decisions every day, based on the information available to them. While that information comes from many sources—peers, personal intuition, internal or external business data—it rarely creates an accurate, actionable, 360-degree view of the enterprise. Learn how to get timely, accurate information, and use it to allocate your company’s resources for maximum effect.
Abstract: The trade-off between best-of-breed functionality and ease of integration is no longer so simple. Enterprise resource planning (ERP) software continues to expand, blurring the boundaries of core ERP functionality. The three essential factors to consider in ERP versus best-of-breed decisions are functionality, integration, and the ability to upgrade. Find out the questions you need to ask when considering an ERP extension.
Abstract: Driving sustainable growth requires profitability-focused planning and performance management. Most companies have some type of profitability reporting—but many are investing a lot of effort to produce this information. And the limitations to the information companies currently compile may have a significant impact on decision making. Learn how automating profitability reporting can help your company improve decisions.
Abstract: Business Engine provides best-of-breed PPM functionality for internal IT departments, focusing on financial governance. For organizations seeking flexible workflow and IT governance capabilities, BEN delivers functionality in the financial services, health care, government, manufacturing, telecommunications, pharmaceuticals and retail vertical markets.
Abstract: Implementing information technology (IT) governance means using a structure of relationships and processes to direct an organization. Some project portfolio management (PPM) vendors have adopted the IT governance mantra to differentiate their solutions from those offered by the enterprise resource planning (ERP) industry.