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ChangeDirector is a connected strategy, project portfolio, and benefits management tool that enables organizations to improve how they plan and execute strategy. It provides pre-configured views and templates to manage the strategy lifecycle from planning to performance management to project and portfolio management. ChangeDirector implementations typically take 2-4 months and provide high adoption rates and ROI through automation and insights that save time for stakeholders.
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7.3 Determine Budget
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The Merckometer tool was developed by the Merck PMO to address issues with tracking project-level financial metrics across the large Merck-HCL engagement. The tool aggregates key financial data from various projects, divisions, and lines of business to provide consolidated reporting and analysis. It analyzes vital metrics that impact profit margins and allows users to select metrics for analysis. The tool also includes monthly and quarterly projections to help identify underperforming areas. The Merckometer provides a single source of integrated financial data to help leadership make more informed strategic and tactical decisions.
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Rich in functionality, reporting and super easy to use!
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7.3 Determine Budget
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The document discusses the 3Ms approach to creating performance metrics for project management. The 3Ms include Measure, Manage, and Magnify. It provides examples of how to:
1. Measure qualitative and quantitative performance objectives and key value areas.
2. Manage systems, methodologies and programs to influence performance.
3. Magnify performance standards over time to "raise the bar".
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PMBOK 4th Edtions Changes
The PMBOK 4th edition introduces several changes from the 3rd edition, including:
1) All processes are now named in verb-noun format for consistency.
2) Process descriptions are rewritten in a consistent format.
3) Data flow diagrams clarify sources and destinations for each process.
4) Project documents are differentiated from the project management plan.
5) Several processes were consolidated or renamed for clarification.
Oracle Primavera: Portfolio Management
Oracle's Primavera Portfolio Management software provides tools for strategic investment decision making. It allows users to propose new initiatives, prioritize investments based on alignment with strategic objectives, and monitor portfolio performance. The software includes features for workflow automation, investment analysis, and integration with Oracle Primavera P6 project management and Microsoft Project software. It is designed to help organizations optimize their investment portfolios to maximize returns.
Book Gis ROI Presentation
Presentation outlining at a high level the approach, insights and tools described in the Book "Business Benefits of GIS: An ROI Approach"
4. project cost management
- Cost is one of 3 Triple constraints of the project. Managing costs of the project is very crucial and hardest part of the project. It spans across all phases of the project right from conception to closure of the project.
- Cost Management is not just controlling “Costs”; it involves definitive planning and preparing budgets. Collecting cost associated data. Comparing the data to prepared budgets and taking appropriate actions when needed.
- The process involved in estimating, budgeting, and controlling cost so that the project can be completed within approved budget.
- Value analysis (value engineering)
• Looking at less costly way to do the same work within the same scope
PMP_Project Cost Management
The document discusses project cost management. It defines key terms like life cycle costing, value analysis, types of costs (variable, fixed, direct, indirect), and cost versus price. It also covers the processes of planning cost management, estimating costs, and controlling costs. Planning cost management establishes policies and procedures for managing project costs. Estimating costs develops an approximation of resources needed to complete project activities. Controlling costs involves monitoring and influencing changes to the project budget.
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QOREX is the complete business management software for strategy, delivery and performance. You can plan at the highest strategic, or lowest operational & project level. Manage the delivery of those plans. Track and measure performance across your organisation.
How is QOREX different? QOREX enables you to focus specifically on areas of strategy, delivery or performance. Unlike other separate, disjointed software tools, it maintains that essential golden thread of connection and coherence between them. Consequently, your organisation develops a single version of the truth from strategy to delivery. Your organisation makes better decisions, improves performance and is more successful in the delivery of its vision.
In what way can QOREX be used?
QOREX enables you to distill your strategy into Objectives, Measurable Results and Enabling activities. You can see your whole business in the round and it enables you to focus on actively managing the details that interest you the most. Examples of how QOREX can be used include:
• Strategic & business planning
• Portfolio, programme and project management
• Performance, delivery and risk management
• Collaboration, accountability and governance
• Benefits realisation
QOREX is a securely hosted, true web-based system enabling it to be accessed from any device that has access to the internet.
Why QOREX?
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In these demanding economic times, many executives are facing sharper scrutiny of their discretionary spending. This increases the importance of effectively identifying, selecting, and delivering product portfolios that best align with an organization’s business strategy. Best-practice portfolio selection techniques provide a handshake between value optimization — that is, alignment with business priorities and maximizing ROI — and resource utilization, meaning the understanding of resource capabilities and availability. Together, these techniques help PMOs recommend not only which product to undertake, but to forecast their delivery.
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Organizations can make business strategies more objective by adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities. Adopting a structured portfolio selection process helps organizations accomplish the following:
Define and communicate the business strategy: Many organizations publish mission statements and high-level strategic objectives. Few of them, however, break down their strategy into actionable, measurable, and unique business drivers. Defining and effectively communicating the business strategy provides a blueprint that organizational departments can understood and implement.
Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help your organization more effectively assess competing initiatives and select the optimal portfolio.
Objectively prioritize competing products from multiple dimensions: Prioritizing products by using a variety of value measurements (e.g., strategic value, financial value, and risk) provides a framework for assessing requests from multiple dimensions and for creating a common currency with which to make comparisons.
Identify the optimal portfolio under varying budget and portfolio constraints: Facing budget cuts or requests that exceed the allocated budget creates a daunting task for PMOs. Additional variables, such as inter-product dependencies and regulatory requirements, can further compound the problem, creating a challenge in effectively modeling scenarios that will help identify the right products for an organization to undertake. Accurately capturing realistic cost and benefit estimates for products early in their lifecycle helps executives effectively select portfolios that maximize ROI under varying budget constraints and measure financial performance during product execution.
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]project-open[ OSS Project Mangement
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Suely bodart presentation
The document provides a summary of a program management professional's skills and experience. They have over 15 years of experience managing global software projects utilizing various project management methodologies and tools. They excel at communicating with stakeholders, facilitating conflict resolution, and managing large cross-functional teams. The professional has experience working with high budgets, identifying and mitigating risks, and establishing customer relationships. Two case studies are provided that demonstrate success in recovering an overdue strategic project and creating infrastructure to improve the reliability and usability of an information system.
Suely bodart presentation
The document provides a summary of a program management professional's skills and experience. They have over 15 years of experience managing global software projects utilizing various project management methodologies and tools. They excel at communicating with stakeholders, facilitating conflict resolution, and managing large cross-functional teams. The professional has experience working with high budgets, identifying and mitigating risks, and establishing customer relationships. Two case studies are provided that demonstrate success in recovering an overdue strategic project and creating infrastructure to improve the reliability and usability of an information system.
Sustain it Sample of Project References
Sustain IT is a consulting service organisation active in interim management. Weare pleased to present a sample of project references we succeeded in: about CMMi implementations, COBIT assessments, Portfolio Management, ICT executive positions, process Improvement, Quality assurance, programme/project management, security management, compliancy...
Visit also www.sustain-IT.be for further information.
Or visit the updated version of my resume @ http://www.doyoubuzz.com/janssens-laurent
Please provide us your feedback
Suely Bodart - Presentation 1
The document provides a summary of a program management professional's skills and experience. She has over 15 years of experience managing global software projects using various methodologies like Agile, Scrum, and Waterfall. She is skilled in communication, leadership, financial management, risk management, and customer relationship management. One case study highlights how she delivered an overdue project on time and on budget by improving communication, defining strategies and priorities, and establishing acceptance criteria and statements of work for vendors. A second case study details how she created an infrastructure to improve the reliability and usability of a production information management system.
Fail to prepare - Softworld 2011
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David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
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1010 cd overview light
- 1. ChangeDirector® Overview Slides October 2010
- 2. What is ChangeDirector? ChangeDirector ® is a connected strategy, project portfolio & benefits management tool. It enables you to improve the way that strategy is planned and executed in your organisation.
- 4. Potential Scope – Green and Blue
- 6. ChangeDirector Supports a Generic Strategy Lifecycle Strategy & Performance Management Project & Programme Management Portfolio, Benefits, Resource & Cost Management
- 7. … The Central Strategy or Strategy Execution Office Strategy & Performance Management Corporate Risk Financial Control Project Portfolio Office
- 8. A suite of pre-configured views to use or evolve into…
- 9. Program Portfolio Initiative Appraisal ? High Cost Low Value Stop Decision Hold Decision Go Decisions
- 11. The Potential to Maximise ROI is Huge More & sustained benefits = 5% TPV Better delivery performance & productivity = 5% TPV Greater visibility of benefit plans & status to the business = 10% TPV ROI Time Better & more timely investment decisions = 10% TPV Huge Potential Gains TPV = Total Portfolio Value
- 15. An Integrated Framework for Connected Strategy
- 16. A Role Based Strategy Portal
- 17. A Single Source of “Truth”
- 21. Sample Outputs
- 23. KPI / Measure Performance Exception Reports
- 26. Portfolio – Projects & Programmes Summary
- 28. Portfolio - Resource Load v Capacity Balancing
- 32. Portfolio – Lifecycle Summaries
- 33. Portfolio – Project Exception Reports