PM Solutions Research first surveyed organizations about their Project Portfolio Management (PPM)
practices in 2003. A decade later, we’ve taken another look at a phenomenon that is changing the way
organizations are managed and narrowing the gap between project/program management and corporate
leadership. Our findings are encouraging and, at the same time, indicate those areas that organizations
need to focus on to optimize the value of PPM. We had 495 respondents to this survey.
Corporate Startup Collaboration (CSC) is fast becoming a centrepiece of modern day innovation.
A collaboration between startups and corporates, when successful, can be a win-win, combination for both. However, because corporates and startups & scale-ups operate in two drastically different worlds, the road to successful collaboration, often poses unique challenges.
This year, we have developed and tested several new propositions aimed at tackling the challenges of CSC. To further unearth the pain-points surrounding the topic, we’re hosting a series of monthly Roundtable sessions on both internal and open innovation topics, as well as specific industries.
High-performing organizations that embrace project management principles see significantly more successful projects and less wasted money. However, overall success rates have remained flat in recent years. To drive improvement, all organizations need to refocus on fundamentals like culture, talent, and process. Culture requires understanding project management's value, executive support, and strategy alignment. Talent demands ongoing training and knowledge transfer. Process involves standardized practices. By adhering to these basics, organizations can build capabilities to consistently deliver value through their projects.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
This survey of over 70 finance executives examined current trends and best practices in budgeting and planning. Key findings include:
- Larger companies (over $50M revenue) tend to use corporate performance management tools instead of spreadsheets for more complex needs.
- Using rolling forecasts (frequent updates) reduces the effort for finance teams and budget managers compared to annual budgets.
- Simplifying the budgeting process by focusing on key metrics and reducing unnecessary line items can significantly improve efficiency.
- Enabling scenario analysis and "what if" modeling improves budgeting efficiency and makes budgets more useful management tools.
The document provides a communication audit report for the financial arm of VW Australia. The summary is:
1) Employee surveys and management interviews found that VW has an open culture with effective communication, but was struggling with low customer service ratings.
2) The managing director spent too much time on daily operations and not enough on strategic planning due to the organization's rapid growth.
3) Key recommendations included promoting more dialogue between employees, improving employee negotiation skills, and giving managers more time for strategic oversight to address the issues identified and support further growth.
- The document is a summary of a market research report on customer experience management (CEM) programs.
- It finds that while 95% of businesses see CEM as important, only 57% have comprehensive CEM programs in place.
- Those with CEM programs see benefits like increased customer satisfaction, loyalty, and profits. However, 84% of those without programs face barriers, mainly different departments owning parts of the customer experience.
- It also shows gaps between what businesses can offer customers automatically through technology, versus rising customer expectations in areas like personalized service across channels.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
To examine how well companies fare at portfolio management, as well as the role of the C-suite, this EIU study, Implementing the Project Portfolio: A Vital C-Suite Focus, sponsored by PMI, draws on a global survey of more than 500 senior executives from a range of industries, interviews with 10 corporate leaders and other experts, and substantial desk research.
Corporate Startup Collaboration (CSC) is fast becoming a centrepiece of modern day innovation.
A collaboration between startups and corporates, when successful, can be a win-win, combination for both. However, because corporates and startups & scale-ups operate in two drastically different worlds, the road to successful collaboration, often poses unique challenges.
This year, we have developed and tested several new propositions aimed at tackling the challenges of CSC. To further unearth the pain-points surrounding the topic, we’re hosting a series of monthly Roundtable sessions on both internal and open innovation topics, as well as specific industries.
High-performing organizations that embrace project management principles see significantly more successful projects and less wasted money. However, overall success rates have remained flat in recent years. To drive improvement, all organizations need to refocus on fundamentals like culture, talent, and process. Culture requires understanding project management's value, executive support, and strategy alignment. Talent demands ongoing training and knowledge transfer. Process involves standardized practices. By adhering to these basics, organizations can build capabilities to consistently deliver value through their projects.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
This survey of over 70 finance executives examined current trends and best practices in budgeting and planning. Key findings include:
- Larger companies (over $50M revenue) tend to use corporate performance management tools instead of spreadsheets for more complex needs.
- Using rolling forecasts (frequent updates) reduces the effort for finance teams and budget managers compared to annual budgets.
- Simplifying the budgeting process by focusing on key metrics and reducing unnecessary line items can significantly improve efficiency.
- Enabling scenario analysis and "what if" modeling improves budgeting efficiency and makes budgets more useful management tools.
The document provides a communication audit report for the financial arm of VW Australia. The summary is:
1) Employee surveys and management interviews found that VW has an open culture with effective communication, but was struggling with low customer service ratings.
2) The managing director spent too much time on daily operations and not enough on strategic planning due to the organization's rapid growth.
3) Key recommendations included promoting more dialogue between employees, improving employee negotiation skills, and giving managers more time for strategic oversight to address the issues identified and support further growth.
- The document is a summary of a market research report on customer experience management (CEM) programs.
- It finds that while 95% of businesses see CEM as important, only 57% have comprehensive CEM programs in place.
- Those with CEM programs see benefits like increased customer satisfaction, loyalty, and profits. However, 84% of those without programs face barriers, mainly different departments owning parts of the customer experience.
- It also shows gaps between what businesses can offer customers automatically through technology, versus rising customer expectations in areas like personalized service across channels.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
To examine how well companies fare at portfolio management, as well as the role of the C-suite, this EIU study, Implementing the Project Portfolio: A Vital C-Suite Focus, sponsored by PMI, draws on a global survey of more than 500 senior executives from a range of industries, interviews with 10 corporate leaders and other experts, and substantial desk research.
Taming organisational complexity—start at the top examines the sources of complexity, its effects and the efforts companies have undertaken to reduce it.
High-Performance Organization: The impact of employee engagement on performanceJonathan Escobar Marin
- Employee engagement has become a top priority for companies as it can increase productivity, innovation, and bottom-line performance while reducing costs. However, many companies still struggle to effectively measure engagement and tie it to financial metrics.
- The study found that just 24% of respondents said most employees in their organization are highly engaged. Executive managers viewed engagement more optimistically than middle managers.
- "High prioritizers" who see engagement as extremely important are more likely to use metrics to improve performance and share best practices like goal alignment, recognition programs, and surveys to connect engagement to business outcomes.
All the efforts of policymakers to institute more regulations has reshaped the private equity landscape adding yet more pressure on returns. With profit margins squeezed, PEs must focus on operational excellence and appropriate levels of transparency to achieve and maintain a competitive advantage.
At SGC Partners, we are enthusiastic about the future of the private equity industry. We look forward to continuing to work alongside the industry and support its efforts to enhance well-being for all stakeholders.
Executives surveyed indicated that revenue growth was their top priority for the next three years as they work to recover from the economic downturn. However, they face challenges to growth including price transparency online, concerns about meeting earnings targets, and rising healthcare costs constraining hiring. While executives see opportunities in customer relationships and innovation, many noted constraints including outdated IT systems and organizational complexity. The survey found variations by region and industry in outlook and priorities. Overall, executives expressed a need to focus investments in critical areas like customer management to enable renewed revenue growth.
This document presents the findings of a survey conducted by Bridges Business Consultancy Int Pte Ltd on strategy implementation. Some key findings include:
- Almost all companies surveyed were developing a new strategy or vision/mission/values.
- 80% of leaders feel their company is good at crafting strategy but only 44% at implementing it, and only 2% are confident of achieving 80-100% of strategic objectives.
- 70% of leaders spend less than one day per month reviewing strategy.
- Leaders believe only 5% of employees have a basic understanding of company strategy.
- The top three toughest implementation challenges are ensuring different actions, aligning to company culture, and gaining support
Micro planning, an iterative approach to project implementation, clearly defined roles and responsibilities, project ownership, and a comprehensive surveillance and monitoring system are some of the project strategies that help eradicate polio in India
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
- 52% of organizations experience problems both during the development and implementation of their strategies. Only 5% did not experience any problems during these phases.
- A larger part of organizations are involved during the implementation of strategies than during the development. Those involved during implementation more frequently identify problems than those not involved.
- The most significant problem organizations face is conflicting priorities regarding reaching strategic goals. Other major problems include the strategy not being aligned with existing IT systems and a lack of clear communication about the strategy within the organization.
9 Employee engagement statistics that you should knowVartika Kashyap
Only 33% of U.S. employees are engaged in their jobs, while over half say they are actively looking for new positions. Improving employee engagement is a priority for 88% of businesses in 2018. Eight out of 10 employees feel more engaged when their work aligns with their organization's core values and mission.
Companies with strong implementation capabilities see greater financial benefits from change efforts and report higher rates of success. The survey found that companies identified as "good implementers", those in the top quartile of implementation capabilities, sustained more post-change financial value than others. Good implementers excel at organization-wide commitment to change and planning for sustainability of changes. They also report stronger performance on practices like continuous improvement and program management. As a result, good implementers are more likely to achieve financial benefits from changes years later and have an overall higher rate of successful change efforts.
This document summarizes the key findings of a survey conducted by KPMG on monitoring and evaluation practices in the development sector. Some of the main findings include:
1) There is no clear consensus on terminology or approaches to monitoring and evaluation among organizations. This can create issues with lack of clarity.
2) While sophisticated evaluation models and techniques exist, the most commonly used techniques are quite basic, such as logical frameworks and performance indicators.
3) There is a need for stronger feedback loops to better synthesize lessons learned and ensure they are acted upon in a timely manner. Many evaluations are produced but not acted upon.
4) The adoption of new technologies for data collection and analysis is lagging,
Lack of clarity, skills, limiting behaviors, and information are the main factors that hinder achieving goals. Traditional performance management systems are outdated and do not motivate employees. A new system needs continuous feedback, goal tracking, and collaboration to engage employees. Data-driven performance management using analytics can provide insights to improve performance and competitive advantage.
this is a very project talking about a change Management for a company Called Deluxe Co
i spent a lot of time on the analysis and the survey, i hope it will help you in you projects
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
This document discusses strategic meetings management (SMM) programs. It provides an overview of SMM benefits, common challenges, and best practices based on industry research including surveys and expert interviews. Key findings include that early SMM adopters realized cost savings and increased compliance and transparency, while common challenges were gaining stakeholder buy-in and expanding programs globally. Success factors included senior management support, data and reporting, and outsourcing partnerships.
SMW International Survey of Interim Management_2016Robert Loranc
The document summarizes the key findings of an international survey of over 13,000 interim managers conducted by Senior Management Worldwide (SMW). Some of the main results include:
- The average interim manager is 53 years old, has 3 years of experience, and works 200 days per year. Two-thirds are currently on assignments.
- Over half of interim managers operate at the C-level, while 23% work in non-executive roles and 15% are female.
- Interim managers have experience in industries like manufacturing, banking, and FMCG and bring capabilities in growth, turnaround, change management and M&A integration.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
The survey found that adoption of agile practices is increasing across organizations and industries. While 94% of respondents said their organizations practiced agile, 60% said less than half of their teams practiced agile and 80% said their organization was still maturing in agile practices. Benefits cited for agile included accelerated delivery, improved visibility, productivity and managing changing priorities. There is still opportunity for growth as many organizations have less than half their teams practicing agile and are still maturing in their agile approach.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
Portfolio management involves collecting and managing various financial assets to maximize returns while minimizing risk. The document analyzes portfolio management through Sharekhan, an Indian stock broking firm. It examines the individual returns and risks of 5 stocks from different sectors over one year. It then constructs 10 portfolios combining these stocks and analyzes their returns, risks, correlations, and performance based on various indices. The analysis finds that portfolios combining Lupin with HDFC Bank, HUL or Tata Motors provided the best risk-adjusted returns, with the HDFC Bank and Lupin portfolio ranking highest on performance measures. The document concludes low-risk investors should invest in HDFC Bank and Lupin while more aggressive investors could consider
Make critical decisions easier with clear project portfolio management goals. With the right tools, management can watch budgetary, resource, and delivery KPIs at the desirable level.
Taming organisational complexity—start at the top examines the sources of complexity, its effects and the efforts companies have undertaken to reduce it.
High-Performance Organization: The impact of employee engagement on performanceJonathan Escobar Marin
- Employee engagement has become a top priority for companies as it can increase productivity, innovation, and bottom-line performance while reducing costs. However, many companies still struggle to effectively measure engagement and tie it to financial metrics.
- The study found that just 24% of respondents said most employees in their organization are highly engaged. Executive managers viewed engagement more optimistically than middle managers.
- "High prioritizers" who see engagement as extremely important are more likely to use metrics to improve performance and share best practices like goal alignment, recognition programs, and surveys to connect engagement to business outcomes.
All the efforts of policymakers to institute more regulations has reshaped the private equity landscape adding yet more pressure on returns. With profit margins squeezed, PEs must focus on operational excellence and appropriate levels of transparency to achieve and maintain a competitive advantage.
At SGC Partners, we are enthusiastic about the future of the private equity industry. We look forward to continuing to work alongside the industry and support its efforts to enhance well-being for all stakeholders.
Executives surveyed indicated that revenue growth was their top priority for the next three years as they work to recover from the economic downturn. However, they face challenges to growth including price transparency online, concerns about meeting earnings targets, and rising healthcare costs constraining hiring. While executives see opportunities in customer relationships and innovation, many noted constraints including outdated IT systems and organizational complexity. The survey found variations by region and industry in outlook and priorities. Overall, executives expressed a need to focus investments in critical areas like customer management to enable renewed revenue growth.
This document presents the findings of a survey conducted by Bridges Business Consultancy Int Pte Ltd on strategy implementation. Some key findings include:
- Almost all companies surveyed were developing a new strategy or vision/mission/values.
- 80% of leaders feel their company is good at crafting strategy but only 44% at implementing it, and only 2% are confident of achieving 80-100% of strategic objectives.
- 70% of leaders spend less than one day per month reviewing strategy.
- Leaders believe only 5% of employees have a basic understanding of company strategy.
- The top three toughest implementation challenges are ensuring different actions, aligning to company culture, and gaining support
Micro planning, an iterative approach to project implementation, clearly defined roles and responsibilities, project ownership, and a comprehensive surveillance and monitoring system are some of the project strategies that help eradicate polio in India
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
- 52% of organizations experience problems both during the development and implementation of their strategies. Only 5% did not experience any problems during these phases.
- A larger part of organizations are involved during the implementation of strategies than during the development. Those involved during implementation more frequently identify problems than those not involved.
- The most significant problem organizations face is conflicting priorities regarding reaching strategic goals. Other major problems include the strategy not being aligned with existing IT systems and a lack of clear communication about the strategy within the organization.
9 Employee engagement statistics that you should knowVartika Kashyap
Only 33% of U.S. employees are engaged in their jobs, while over half say they are actively looking for new positions. Improving employee engagement is a priority for 88% of businesses in 2018. Eight out of 10 employees feel more engaged when their work aligns with their organization's core values and mission.
Companies with strong implementation capabilities see greater financial benefits from change efforts and report higher rates of success. The survey found that companies identified as "good implementers", those in the top quartile of implementation capabilities, sustained more post-change financial value than others. Good implementers excel at organization-wide commitment to change and planning for sustainability of changes. They also report stronger performance on practices like continuous improvement and program management. As a result, good implementers are more likely to achieve financial benefits from changes years later and have an overall higher rate of successful change efforts.
This document summarizes the key findings of a survey conducted by KPMG on monitoring and evaluation practices in the development sector. Some of the main findings include:
1) There is no clear consensus on terminology or approaches to monitoring and evaluation among organizations. This can create issues with lack of clarity.
2) While sophisticated evaluation models and techniques exist, the most commonly used techniques are quite basic, such as logical frameworks and performance indicators.
3) There is a need for stronger feedback loops to better synthesize lessons learned and ensure they are acted upon in a timely manner. Many evaluations are produced but not acted upon.
4) The adoption of new technologies for data collection and analysis is lagging,
Lack of clarity, skills, limiting behaviors, and information are the main factors that hinder achieving goals. Traditional performance management systems are outdated and do not motivate employees. A new system needs continuous feedback, goal tracking, and collaboration to engage employees. Data-driven performance management using analytics can provide insights to improve performance and competitive advantage.
this is a very project talking about a change Management for a company Called Deluxe Co
i spent a lot of time on the analysis and the survey, i hope it will help you in you projects
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
This document discusses strategic meetings management (SMM) programs. It provides an overview of SMM benefits, common challenges, and best practices based on industry research including surveys and expert interviews. Key findings include that early SMM adopters realized cost savings and increased compliance and transparency, while common challenges were gaining stakeholder buy-in and expanding programs globally. Success factors included senior management support, data and reporting, and outsourcing partnerships.
SMW International Survey of Interim Management_2016Robert Loranc
The document summarizes the key findings of an international survey of over 13,000 interim managers conducted by Senior Management Worldwide (SMW). Some of the main results include:
- The average interim manager is 53 years old, has 3 years of experience, and works 200 days per year. Two-thirds are currently on assignments.
- Over half of interim managers operate at the C-level, while 23% work in non-executive roles and 15% are female.
- Interim managers have experience in industries like manufacturing, banking, and FMCG and bring capabilities in growth, turnaround, change management and M&A integration.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
The survey found that adoption of agile practices is increasing across organizations and industries. While 94% of respondents said their organizations practiced agile, 60% said less than half of their teams practiced agile and 80% said their organization was still maturing in agile practices. Benefits cited for agile included accelerated delivery, improved visibility, productivity and managing changing priorities. There is still opportunity for growth as many organizations have less than half their teams practicing agile and are still maturing in their agile approach.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
Portfolio management involves collecting and managing various financial assets to maximize returns while minimizing risk. The document analyzes portfolio management through Sharekhan, an Indian stock broking firm. It examines the individual returns and risks of 5 stocks from different sectors over one year. It then constructs 10 portfolios combining these stocks and analyzes their returns, risks, correlations, and performance based on various indices. The analysis finds that portfolios combining Lupin with HDFC Bank, HUL or Tata Motors provided the best risk-adjusted returns, with the HDFC Bank and Lupin portfolio ranking highest on performance measures. The document concludes low-risk investors should invest in HDFC Bank and Lupin while more aggressive investors could consider
Make critical decisions easier with clear project portfolio management goals. With the right tools, management can watch budgetary, resource, and delivery KPIs at the desirable level.
The document discusses implementing project management "better practices" using an analogy of not missing an exit while driving. It suggests confirming the destination, roadmapping routes, planning the trip, selecting the best option, highlighting stops, sticking to directions, confirming milestones, and following signs. Implementing better PM practices includes scoping/sizing projects, selecting templates, planning, launching, conducting status meetings, implementing plans, checking milestones, and monitoring progress. The impact is satisfying customers and teams, setting benchmarks, continuous improvement, delivering business results, leveraging resources efficiently, and growing the organization.
48407540 project-report-on-portfolio-management-mgt-727 (1)Ritesh Patro
This document provides an overview of portfolio management. It begins with an introduction that defines portfolio management and discusses its key aspects like security analysis, portfolio construction, selection, and evaluation. It then discusses the steps in portfolio construction, including setting objectives, defining an investment policy, and applying a portfolio strategy. The next sections cover topics like types of assets, phases of portfolio management, and security and portfolio analysis. It concludes with a discussion of portfolio selection, revision, and evaluation. The overall summary emphasizes that portfolio management aims to maximize returns for a given risk level through diversification and balancing different asset classes.
Portfolio management and Mutual fund analysismuhibullah1989
This document is a project report submitted by Sweti Kejariwal to the University of Pune in partial fulfillment of an MBA degree. The report analyzes portfolio management and mutual funds based on a summer internship at IDBI Bank from June to July 2013 under the guidance of CA ShilpaBhide. The report provides background on portfolio management and the history of mutual funds, describes the research methodology used, and presents findings from analyzing different mutual fund schemes to create an optimal portfolio.
The document discusses challenges with project and portfolio management. It notes that 62% of projects fail to meet goals, with nearly half overrunning budgets and more than 40% failing to provide expected returns. Reasons for failure include misaligned investments, unclear project scopes, and manual processes. It advocates removing barriers between business units and automating processes to increase speed while maintaining quality. A consolidated view of projects and standardized processes across teams could help address common challenges like changing priorities and inefficient resource allocation faced by project management offices.
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
This document discusses portfolio management and analysis strategies for multi-business and multi-regional companies. It introduces several portfolio analysis matrices used to evaluate a company's business units, including the Boston Box, GE/McKinsey matrix, and AD Little lifecycle matrix. These tools assess factors like market share, growth rate, and competitive strength to determine optimal strategies for each business, such as holding, building, harvesting, or divesting. The document also notes limitations of these approaches and discusses using portfolio analysis for international markets.
Oracle Fusion consists of Fusion Middleware and Fusion Applications. Fusion Middleware includes Oracle Application Server and other acquired technologies covering areas like BI, identity management, and SOA. Fusion Applications will eventually replace E-Business Suite by assimilating features from projects, financials, HCM, and CRM modules. Fusion Applications is built on Fusion Middleware using Oracle's Fusion Architecture. It includes modules for CRM, financials, HCM, procurement, PPM, SCM, setup, and GRC. Each module contains one or more Java applications deployed on Oracle WebLogic Server.
This document summarizes Pitney Bowes' portfolio analysis approach. It discusses the company's history and vision, objectives of portfolio management, and frameworks used to assess core and growth business segments. Key aspects of the analysis include defining portfolio "bubbles", assessing them based on profitability, strategic fit, and market attractiveness criteria, and determining future trajectories to inform strategic plans and budgets. The director learned that connecting strategy and budget requires persistence, focusing on fewer larger strategic opportunities, and thoroughly assessing risks of growth segments.
Confluence for the Evolving Project Management Office (PMO)Atlassian
This presentation tells the story of a Confluence makeover that involved taking a failing, misused wiki and transforming it to support the needs of an evolving Project Management Office (PMO). From this case study, themes emerged that illuminate the practices which turn a wiki from the wrong side of the tracks to an indispensable resource for the PMO. I align features (and plug-ins) in Confluence with the practices I learned that will make projects run smoothly. I describe how Confluence can be used to enhance the mission of the Project Management Office (PMO). I identify different PMO value models and outline the major functions in relation to how they can be facilitated by Confluence. I compare varying approaches to the use of Confluence from small to large knowledge management needs. I describe how transparency can be achieved in project governance with the use of Confluence. I offer some insight into project auditing and business alignment using Confluence. I also describe how confluence can be used to strengthen operational resiliency. Through my description of this authentic case study, I lay-out best practices to using features in Confluence to support the functions of a Project Management Office.
Securities analysis and portfolio managementDivya_10
This document provides an overview of securities analysis and portfolio management. It covers investment fundamentals including understanding investment, definitions of key terms, sources and types of risk, and the risk-return tradeoff of different securities. It also discusses securities analysis frameworks, portfolio concepts from modern portfolio theory, and portfolio performance measurement. The goal is to analyze securities and manage portfolios to maximize investor wealth over time.
New Business Development Proposal - Adding Project Portfolio Management (PPM)...Rolly Perreaux, PMP
This presentation is a New Business Development Proposal targeted to Microsoft Gold Partners considering adding the Project Portfolio Management competency to their consulting services.
Full video can also be viewed at: https://www.youtube.com/watch?v=uLIVzqI5d2Q
Presentation Agenda
- PPM Background
- How Microsoft PPM Works
- Market Analysis
- Value Added to Other Services
- PPM Competition
- What I Can Do For You
- Professional Bio
- Contact Information
10 tips to manage project portfolio management (ppm) processesgianarosetti
The document discusses the importance of processes and process owners for project portfolio management. It states that PPM processes should be scalable to different project types and sizes, and should provide clarity on the who, when, where, how and why of work, not just what is to be done. It emphasizes that processes need process owners who periodically review and improve the processes based on lessons learned. The goal is for PPM processes to enable effective project execution while avoiding too much bureaucracy.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
Most companies now have a PMO, which has become a strategic partner focused on high-value tasks like governance and strategic planning. The value of PMOs is widely recognized, with over 80% of companies seeing value from their PMO. However, resource management remains a key challenge for PMOs. PMOs are increasingly performing portfolio management in addition to project/program management. More mature PMOs provide greater benefits like cost savings, but also face greater demands on resources.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
This document summarizes the key findings from the 2017 Pulse of the Profession report by the Project Management Institute (PMI).
The summary finds that for the first time in 5 years, more projects are meeting their original goals and budgets. Organizations are also wasting less money on failed projects. PMI identifies "champions" that have high rates of project success and benefits realization maturity, and "underperformers". The report examines factors that distinguish more successful organizations, such as investments in benefits management, PMOs, talent development, and executive sponsorship of projects. Overall, the research finds organizations are making progress in applying proven project management practices to successfully implement strategic initiatives.
The survey found that while many organizations recognize the need for a project management office (PMO) and project portfolio management (PPM) tool, these alone will not address common PPM challenges. Processes and training are also needed, particularly around managing risks, resources, and unified governance. Budget and lack of understanding were cited as barriers to addressing challenges. When compared to other studies, this survey found a stronger belief in a PMO as a solution than other research.
1) The role of a Purchase-to-Pay Process Owner is to standardize processes across the enterprise and improve performance, but many Process Owners do not have full authority over technology, budget, or enforcing changes.
2) Process Owners who can fully enforce process compliance see much better results on key performance indicators than those without enforcement authority.
3) Senior management support is essential for Process Owners to effectively own processes, but only 26% of Process Owners can fully enforce processes due to lack of senior management backing.
The IBM Corp. PMO was selected as the winner of the 2010 PMO of the Year Award for transforming IBM into a project-based enterprise through developing a global PMO and raising project management to a core competence. The PMO established a consistent project management approach, career infrastructure, and methodology across IBM to improve delivery and customer satisfaction. It also developed a professional project management community and accountability for project success. The PMO's efforts helped address issues like inconsistent approaches, a lack of skilled project managers, and an unsupportive culture previously challenging IBM's project work.
The IBM Corp. PMO was selected as the winner of the 2010 PMO of the Year Award for transforming IBM into a project-based enterprise through developing project management as a core competency. The PMO established a consistent global approach, including standardized processes, tools, and career development for project managers. As a result, IBM improved project delivery excellence and customer satisfaction by developing qualified project managers. The PMO also helped implement management systems to assign certified project managers to significant projects and measure project performance consistently across the company.
Employee engagement strategies and practicesadigaskell
This document discusses strategies for improving employee engagement. It begins by providing background on the Institute for Corporate Productivity (i4cp) and its research focusing on identifying best practices of high-performing organizations. The executive summary then outlines key strategies used by high-performing organizations to increase engagement, including aligning culture, strategy, and performance; promoting a culture where employees understand goals and feel empowered; measuring the impact of engagement on business results; and including engagement in manager performance reviews. The document provides examples from companies like 3M and Rio Tinto that have successfully implemented these engagement strategies.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
1) The document discusses identifying project benefits and realizing those benefits through effective benefits management practices. It reports that organizations with strong benefits management maturity waste 67% less on projects than those with low maturity.
2) Benefits identification, which determines what value a project will deliver, is found to be most effective when it is a shared responsibility between project managers and executives. However, many organizations still lack mature benefits management processes.
3) Organizations are advised to formalize their benefits identification approach, involving stakeholders early to fully understand a project's strategic impact and ensure benefits are aligned with organizational strategy and goals. When done effectively, benefits identification leads to better decision-making about project prioritization and investment.
This document provides an executive summary of the 2022 State of Agile report. Some key findings include:
- Agile adoption continues to grow, with most organizations using a hybrid approach combining Agile with other methodologies. Scrum and Kanban are the most commonly used frameworks.
- Measuring business value and alignment to objectives is an increased focus, though many teams still struggle with how to effectively measure this.
- Leadership understanding and participation is still lacking and poses a barrier to Agile adoption, along with a lack of management support.
- Tools like Jira and virtual whiteboards are commonly used, while Excel usage has declined. SAFe is the most popular enterprise framework.
The document summarizes the key findings of a PMI study on portfolio management. It found that organizations with highly effective portfolio management saw 62% of projects meet or exceed ROI expectations, compared to 48% for minimally effective organizations. To improve, the report recommends that organizations 1) elevate portfolio management to a strategic level, 2) create a portfolio-minded culture, and 3) implement appropriate tools and practices. Highly effective organizations were much more likely to follow these recommendations, such as having senior management that understands portfolio management.
Most of the CEOs surveyed have been in their roles for over 10 years and come from the financial, consumer products, and professional services sectors. They are generally satisfied with their career development so far, especially opportunities for professional training and specialization. When it comes to developing future CEOs, their companies rely most on executive coaching programs and leadership training. The CEOs would like to improve their financial, industry-specific, and people management skills. Most are involved in selecting and developing their own successors. They believe bringing in outside perspectives from other industries could provide new ideas.
In this 13th edition study, BC Management assessed the most noteworthy trends from over 10 years of researching business continuity program management initiatives, including reporting structures, executive engagement, current program status, assessments, personnel, budgeting, and alignment to compliance standards.
The results of this study are now available in a comprehensive report which you can download here!
Here are some top highlights:
• 24% of Business Continuity programs report into a Risk Management department
• 15% of organizations note the Chief Risk Officer as the BCM program sponsor
•30% embed Resilience Management within the culture of the organization
• 25% of organizations noted a BCM program budget in excess of $1 Million USD+
• 37% anticipate hiring additional BCM personnel in the next year
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
This survey was developed by the Burson-Marsteller EMEA Change Communications Practice and conducted by Penn Schoen Berland. Respondents count 483 HR and
communications decision makers across 10 European markets, including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and Denmark.
The survey identifies key drivers and barriers to successful handling of strategic change
Processes, which types of strategic changes companies have experienced in the past five years and which strategic changes they expect to see in the years to come.
The following presentation presents the findings of the survey. The different cultural backgrounds of the respondents can have affected the answers – this has not been taken into consideration in the presentation of the results.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Early Talent Development Whitepaper by Kwantum LeapMatthew Jurado
The document provides a summary of key findings from a year-long research study on early talent development programs. The research aimed to understand these programs better and provide insights using data analytics. Some of the major findings include:
1. The most important factor for a program's success is having a clear objective that is aligned with business strategy. The right elements can then be selected based on the objective.
2. Managers have the biggest influence on whether a program meets its objectives like satisfaction, learning, and career progression. Good on-the-job training and the end of program experience also significantly impact outcomes.
3. Program lengths vary widely by industry from less than a year to over 2 years. Industries with
Similar to State of Project Portfolio Management (PPM) 2013 Research Report (20)
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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12. M e d i a P a r t n e r
PM Solutions is a project management services firm helping
organizations apply project management and PMO practices
to improve business performance. We are the leader in
applying project and portfolio management processes and
practices to drive operational efficiency for our clients.
Founded in 1996 by J. Kent Crawford, PMP, the former
president and chair of the Project Management Institute (PMI®
),
PM Solutions delivers expert project management solutions
and services to help organizations and their people perform to
maximum potential. Comprehensive offerings include:
» PMO transformation
» Project portfolio management process improvement
» Program and project management resources
» Corporate training and competency development delivered
through our training division, PM College®
About PM Solutions
PM Solutions’ PPM Practice
For more than 15 years, PM Solutions has been helping clients
drive business value through improved PPM capability. Our
highly experienced consultants have the knowledge and skills
required to help organizations get the “real” big-picture view
of project activity. Armed with our five-level portfolio reporting
model, we customize our services to help organizations
successfully manage their unique business demands. Our
PPM services include:
» Assessments
» Process improvement
» PPM training
» Resource management
» Portfolio reporting & analysis
» Organizational change management
For More Information
PM Solutions
1788 Wilmington Pike
Glen Mills, PA 19342 USA
Phone: +1-484-450-0100
www.pmsolutions.com
“PMI”, “PMP”, and “PMBOK” are registered marks of the Project Management Institute, Inc.