Earned Value Management (EVM) is one of the most talked-about project controls techniques, but it is often misunderstood.
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In recent posts we posed the question "Is the PMO still the right option for your strategy realization objectives?" and discussed the differences between a Project Management Office (PMO) and a Strategy Realization Office but we're also aware that in some circumstances newly established PMOs have difficulty getting buy-in from the rest of the organizations.
Unfortunately, risk is part of a project process and one of the first things you have to consider when managing a project is; what could possibly go wrong?
Anyone who has ever worked on a project will know that there are a number of factors just waiting to derail it. These factors may simply be result of poor project governance.
A Project Management Office is commonly viewed as one of the most effective means of business practice that is being undertaken by many successful organizations. However, to ensure the success of the PMO it is important that the PMO structure blends well with the organization’s culture.
When you look at what is needed in order to have a successful project, focus tends to fall on the Project Managers. The Project Managers is one of the most important assets to a project; however we should highlight the position of the Project Sponsor in terms of successful project management.