For most organizations that flirt with the concept of project portfolio management, the concept of formal numerical or measured assessments for project prioritization and selection is usually one that is quickly tried and just as soon rejected as being inflexible, time consuming or just plain wrong. This article discusses the challenges associated with creating and using an objective prioritization and selection framework, and defines an approach that has been practically implemented in several organizations and proven to produce meaningful and relevant results.
The Organizational Project Management Baseline Study has been helping organizations to understand the processes and capabilities by which they manage their projects. The 2002 Organizational Project Management Baseline Study is the fifth annual study of organizational project management practice conducted by Interthink Consulting Incorporated. This article explores some of the key findings.
There has been a lot written about the idea of project management maturity, yet there persist a number of challenges, half-truths and misunderstandings about how they work and what they are used for. This article attempts to shed some light on an important construct.
This article provides an overview of maturity models, how they are often misunderstood, and the role they can play and significance they can contribute to improving organizational project management practices.
If it were possible to define the single greatest challenge that faces a project manager on any project, the answer for most would likely be the difficulty of defining estimates that are actually in the ballpark of what a project will really cost. This article provides some concrete suggestions on improving project estimation.