Project Management Issues in the Finance Transformation Arena

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Project Management Issues in the Finance Transformation Arena"

Transcription

1 Project Management Issues in the Finance Transformation Arena

2 Projects, and the ability to deliver them on time and on budget, not only represent an ongoing challenge for any organization, but also require a significant investment. Regardless of the size or undertaking in question, effectively managing a project from start to finish is essential to ensure the value of the project s objective is realized and that the project process yields an appropriate return. Because of the business-critical nature of effective project management, adequate attention must be given to both the mechanics and the gains expected from the activity. More and more companies are realizing that projects can no longer be viewed as one-off isolated activities, but instead should be treated as a core activity that drives future business profitability. In fact, the effectiveness of an organization s project management process can make or break the success of any undertaking, and therefore, the business s bottom line. The activity of project management then must be tightly associated with the objective of the project itself. This white paper explores the fundamental issues that often hinder successful project management, and by extension, finance transformation and business process optimization initiatives, and the strategies that organizations should embrace to overcome them. Executive Summary Delivering projects on time and on budget is a minimum requirement to do business for most organizations, and for most it is critical to long-term success. Companies that adhere to strong project A key challenge facing businesses in achieving successful project delivery is this: mastering the multi-faceted collaborations necessary to successfully execute the project components seamlessly - and doing this as a natural extension of the business rather than as separate, alien and conflicting activity. management methods, including detailed evaluation of scope and budget, ongoing risk management and measurement of project results, consistently perform better in the marketplace than those that do not. Following a structured project management methodology enables companies to predict and mitigate risks, better manage costs and deliver quality results that satisfy the company s overall objectives. In the more mature project management organizations, these project goals are directly linked to strategic business objectives, giving these organizations a powerful competitive advantage. Yet, many companies consistently fail to meet their project goals or measure project success. This failure stems largely from an inability to implement and follow well-defined project management practices, despite ongoing efforts to improve processes with the goal of delivering better, faster and less costly results. 2 Project Management Issues in the Finance Transformation Arena

3 Project Planning Issues Project Execution Issues 1. No Dedicated Project Manager 1. Inadequate Project Communication 2. Inadequate Project Manager 2. Lack of Dedicated Project Resources 3. Vaguely Defined Project Scope 3. Lack of Senior Level Support 4. Lack of Strategic Alignment 4. Ignoring Lurking Disastrous Issues 5. Ineffective Stakeholder Management 5. Ignoring Key Steps (e.g., testing) 6. Unclear Project Ownership 6. Lack of Technology Investment 7. Inadequate Communication Plan 7. Inadequate Change Management 8. Unrealistic Project Timelines This white paper explores the value that executives and project managers place on adhering to strong project management methods, how those methods are practiced across the organization, and the gaps that exist between the perceived value of project management strategies and their consistent application on the job. While there are a number of critical issues in both the planning and execution phases of a project, the primary focus of this paper is on the planning stage of the project management process. That s because it is critical to understand the foundation that needs to be built prior to starting a project, and the issues outlined in this paper demonstrate the pitfalls that can occur even before the project begins. Neglecting these issues will have far-reaching consequences and cause significant problems to the project as it gets underway. Major Challenges in Project Management Too many transformation initiatives either fail outright or don t achieve all of the goals due to poor project management. One misconception common in a number of organizations is that a single person can be both intimately involved in the effort, perhaps as a subject matter specialist, and somehow manage the project on the side. Generally, this results in a lack of attention paid to important project management activities. Even a relatively small transformation effort requires someone dedicated to project management activities. When one person splits his or her time between project manager and team member activities, it s typical to focus on the urgent needs of the project, while unintentionally ignoring the important, but longer-term requirements of project management. The project manager must be able to step back from the urgent activities of the day to look at the longer-term plan. In other words, they need to see the forest for the trees. Another issue is one of fit and skill set. While some people might be good general managers in their organization, they may not possess the skills necessary to objectively manage the many moving pieces of a project. There is some overlap in the skills needed to manage a Project Management Issues in the Finance Transformation Arena 3

4 Mitigating Critical Risks From planning to execution, there are critical risks that integrated project management can help mitigate: Lack of uniformity and rigor in how initiatives and projects are proposed, budgets requested and assigned, and impacts supported and justified. Forecasting and planning activities are not synchronized with subsequent project execution and management. Senior management does not have visibility into project execution, including milestones, issues and benefits realization. Individual projects and initiatives are not synchronized with activities elsewhere, causing dependencies to be overlooked or ignored and leading to adverse impact. unit and manage a project (people skills being a key requirement), but there are also some key differences, driven primarily by the management objectives involved. Most transformation efforts require a full-time project manager, or at a minimum someone who is dedicated primarily to the project management tasks. That person should be skilled, or at least well versed, in the specifics of project management. While separation of the project manager and team member roles is ideal, projects can still be successful if both roles are combined into one, which typically occurs on small projects. When this does happen, however, it s critical that the project manager set some time aside each day to look at the longer-term implications of the project and to stay on top of the risks that can derail a transformation initiative. The role may be combined, but the responsibilities should remain distinct. A key challenge facing businesses in achieving successful project delivery is this: mastering the multi-faceted collaborations necessary to successfully execute the project components seamlessly - and doing this as a natural extension of the business rather than as separate, alien and conflicting activity. Successful integration at the strategic and operational level seeks to address this issue by enabling the business to align resources and project investments with corporate objectives, driving greater return on investment from projects across the board. Many of the risks inherent in business change are often found in poor execution and oversight, rather than mismanagement and bad strategy from advisors. Routinely, projects do not or cannot begin on time, yet project managers are expected to complete the project based on the original schedule. Projects may also have vague requirements, resulting in a disordered approach to meeting the project objectives. In situations like this, it is common that every step forward is accompanied by two steps backward. Perhaps the project began with nebulous objectives and milestones, resulting in the project manager s inability to stay within project parameters, or the project grew in scope as team 4 Project Management Issues in the Finance Transformation Arena

5 members work and as more tasks are assigned. Ineffectively planned and managed projects often suffer from a cascading of unacceptable consequences. Another critical issue is the lack of strategic alignment. The only thing more important than doing projects right is doing the right project. An all too common reason for projects being cancelled is because they never should have been started in the first place; that is, there is no auditable mapping between the project objectives and the business objectives of the organization. The first step in effective project planning is to ensure the value gained by the endeavor is worth the cost of the investment. Finally, there is the issue of stakeholder management. Effective stakeholder management requires the identification of individuals who are affected by and/or can affect the successful outcome of a project especially those who hesitate to buy into the project objectives. This seemingly political element of project management is just as important to project success as are proper subject matter expertise and appropriate resource allocation. All stakeholders require attentive management to minimize obstacles of this type. The High Cost of Failure Effective project management is integral to business success. Milestones, kickoff meetings, deliverables, stakeholders, Gantt charts and work plans constitute the everyday world of most managers, whether or not they are called project managers. Given the experience most organizations have with project management, it s reasonable to wonder why all projects aren t completed on time, on scope, and on budget. More frequently, however, large projects especially those in the information technology sector have a poor record of performance. Multiple studies show that a significant number of projects overrun their original timelines or are never completed. A study by PricewaterhouseCoopers, which reviewed 10,640 projects from 200 companies in 30 countries and across various industries, found that only 2.5 percent of the companies successfully completed 100 percent of their projects. A study published in the Harvard Business Review, which analyzed The only thing more important than doing projects right is doing the right project. 1,471 IT projects, found that the average cost overrun was 27 percent, but one in six projects had a cost overrun of 200 percent on average and a schedule overrun of almost 70 percent. We have all heard about large construction projects the Channel Tunnel, Euro Disney, and Boston s Big Dig that ended up costing almost double their original estimate. Most organizations simply cannot afford to fail on such a grand scale. The changing nature of work suggests that more, and not fewer, project management opportunities is a trend that is here to stay. With an ever-growing need for accessible and integrated data, organizations require larger platforms to manage supply chains, customer relationships and dozens of other crucial systems. Mega-software projects are now common in private and government organizations. Development is not slowing down, especially in emerging economies.this alone suggests a continued focus on transformational projects, and the resulting need to effectively manage them. Project Management Issues in the Finance Transformation Arena 5

6 When we consider the failure rate of these endeavors, it can be correctly assumed that a great deal of human effort and organizational resources could be ill-used, if not squandered completely. So why haven t organizations become better at managing projects, especially large initiatives in the IT sector? As you consider ways to avoid the costly consequences of project failure, consider the following observations and suggestions: Communication breakdowns are an underlying theme in most project failures. Management may rethink its goals for a project, not communicate them well and expect the team to adapt accordingly. In this case there will be, at a minimum, discrepancies between the work performed and the work expected, which is a recipe for project disaster. Within the working levels of the project, effective communication of status, i.e., where we stand, is essential to keeping everyone focused on their contribution to the overall project. It is axiomatic to suggest that it is impossible to over-communicate during project execution. Next, the project scope must be well defined at the outset to provide a clear path to the end. The vision of success begins with a clear and understandable statement of what the effort will encompass. Before moving forward, project managers should establish reasonably stable metrics to ensure effective intermediate progress. While there will always be some degree of readjusting priorities and tasking during the project, a well-defined scope ensures these adjustments are made within the context of the overall project objectives. If significant changes are made to the scope or the objectives of the project, ask management how these changes relate to corporate strategy and how they impact current objectives. If project managers amend project tasking, then they should determine the need for additional resources to help accomplish the new tasks. In this case, project managers should establish new deadlines, adjust project plans, reschedule work and continue to monitor progress toward desired goals. If project managers stick to these steps, they are more likely to achieve control of the project, stay within the revised project parameters and achieve the desired results. Finally, it is necessary to create a truly collaborative work environment where visibility of the work involved in the project and the change which is likely to occur as a result of the project can be analyzed and discussed by interested and affected parties. This ensures minimal uncertainty and the wherewithal to keep all interests on board. Ownership of risk identification, planning, management and tracking must also be taken to then be communicated to the appropriate stakeholders. 6 Project Management Issues in the Finance Transformation Arena

7 Conclusion No project is perfect. Problems occur because of inaccurate milestone predictions, budget allocations, schedule delays, new technology demands, additional requirements unanticipated during initial planning and changes in project mission. Management hates surprises, and any of these situations if unaddressed can cause disaster during the life of a project. While there are several ways to avoid the impending doom scenario, the tactical concepts covered in this paper represent basic project management activities to keep this from happening. Organizations often believe that project management is simply an additional element to the overall project activity set. Nothing could be further from the truth. Regardless of project size, appropriate attention must be paid to the effective execution of project management. Paying the right amount of attention to this key activity goes a long way toward ensuring ultimate project success. Project Management Issues in the Finance Transformation Arena 7

8 About Experis Experis is the leader in project solutions, and professional talent resourcing for contract and permanent talent positions. We accelerate organizations growth by intensely attracting, assessing and placing specialized expertise in IT, Finance and Engineering to precisely deliver in-demand talent and solutions for mission-critical positions and initiatives, enhancing the competitiveness of the organizations and people we serve. Experis is part of ManpowerGroup, the world leader in innovative workforce solutions. experis.us About ManpowerGroup ManpowerGroup (NYSE: MAN) is an innovative workforce solutions company specializing in temporary and permanent recruitment, career management, outsourcing and HR consulting. Founded in 1948, Milwaukee-based ManpowerGroup is a $22 billion company with offices in more than 80 countries and territories around the world. Each day, ManpowerGroup connects more than 500,000 people to meaningful work through its relationships with 400,000 clients worldwide. In the United States, ManpowerGroup operates more than 500 offices through its family of companies, including Manpower, Experis, ManpowerGroup Solutions and Right Management.

Navigating the Project Management Minefield

Navigating the Project Management Minefield Navigating the Project Management Minefield How Project Management, Program Management Offices and Project Portfolio Management Transform Underperforming Projects into a Competitive Edge Topics Included

More information

Welcome to the Data Analytic Toolkit PowerPoint presentation an introduction to project management. In this presentation, we will take a brief look

Welcome to the Data Analytic Toolkit PowerPoint presentation an introduction to project management. In this presentation, we will take a brief look Welcome to the Data Analytic Toolkit PowerPoint presentation an introduction to project management. In this presentation, we will take a brief look at project management to understand the process and some

More information

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

innovative solutions

innovative solutions Finding the best talent is humanly possible Recruitment Process Outsourcing Looking for talent? the best Having the best talent is a competitive advantage in today s demanding and complex world. Because

More information

Your Workforce is Changing and So is the way. You Manage it

Your Workforce is Changing and So is the way. You Manage it Optimizing a contingent workforce is humanly possible Managed Service Provider Your Workforce is Changing and So is the way You Manage it In a fast-paced, unpredictable marketplace, organizations must

More information

Effectively Managing EHR Projects: Guidelines for Successful Implementation

Effectively Managing EHR Projects: Guidelines for Successful Implementation Phoenix Health Systems Effectively Managing EHR Projects: Guidelines for Successful Implementation Introduction Effectively managing any EHR (Electronic Health Record) implementation can be challenging.

More information

Project Management Best Practice Benchmarks

Project Management Best Practice Benchmarks A PM SOLUTIONS RESEARCH COMPENDIUM Project Management COST SCOPE Quality SCHEDULE 2 Project Management Senior executives want to know one thing about project management: What s the value? Today more than

More information

Portfolio Management 101:

Portfolio Management 101: THOUGHT LEADERSHIP WHITE PAPER In partnership with Portfolio Management 101: Moving from Just Project Management to True PPM A lot of organizations claim that they carry out project & portfolio management

More information

10 Reasons Why Project Managers Need Project Portfolio Management (PPM)

10 Reasons Why Project Managers Need Project Portfolio Management (PPM) 10 Reasons Why Project Managers Need Project Portfolio Management (PPM) Introduction Many project managers might think they are doing just fine with spreadsheets or basic project management software and

More information

ERP: Russian Roulette or High caliber initiative?

ERP: Russian Roulette or High caliber initiative? Jason Kurtz Thomas Derhake ERP: Russian Roulette or High caliber initiative? if an erp project costs more than $12 million Your chances of coming in on time and on budget with the agreed-to scope-is Statistically

More information

Integrated Learning and Performance

Integrated Learning and Performance Integrated Learning and Performance EXECUTIVE SUMMARY In today s Age of Talent, Enterprise Learning and Talent Management have become key factors in organizations strategic competitiveness. The tight labor

More information

Operations Excellence in Professional Services Firms

Operations Excellence in Professional Services Firms Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges

More information

Fortune 500 Medical Devices Company Addresses Unique Device Identification

Fortune 500 Medical Devices Company Addresses Unique Device Identification Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit

More information

To learn more about Talent Based Outsourcing from ManpowerGroup Solutions, visit www.manpowergroupsolutions.com.

To learn more about Talent Based Outsourcing from ManpowerGroup Solutions, visit www.manpowergroupsolutions.com. To learn more about Talent Based Outsourcing from ManpowerGroup Solutions, visit www.manpowergroupsolutions.com. Or to set up a meeting, please email tbo@manpowergroup.com. 2012 ManpowerGroup. All rights

More information

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R.

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work

More information

Qualities of a High Perf o r m a n c e Finance Executive: An Aggregation of Skills. John Trakselis, Principal M. Wood Company

Qualities of a High Perf o r m a n c e Finance Executive: An Aggregation of Skills. John Trakselis, Principal M. Wood Company Qualities of a High Perf o r m a n c e Finance Executive: An Aggregation of Skills John Trakselis, Principal M. Wood Company In tough times, Finance executives of all ranks (Controllers, Assistant Treasurers,

More information

Manage projects effectively

Manage projects effectively Business white paper Manage projects effectively HP Project and Portfolio Management Center and HP Agile Manager Table of contents 3 Executive summary 3 The HP Solution Invest in what matters most then

More information

Building an effective stay back team to gain maximum value from an outsourcing agreement

Building an effective stay back team to gain maximum value from an outsourcing agreement WHITE PAPER Building an effective stay back team to gain maximum value from an outsourcing agreement How to define its role, determine its size and assess the skills required 1 cgi.com 2015 CGI GROUP INC.

More information

Suggestions on how to Select a Consultant or Consulting Company

Suggestions on how to Select a Consultant or Consulting Company Comprehensive Consulting Solutions, Inc. Business Savvy. IT Smart. What to look for in a Consultant and Consulting Company White Paper Published: April 1999 (with revisions) Suggestions on how to Select

More information

Assessing the Appropriate Level of Project, Program, and PMO Structure

Assessing the Appropriate Level of Project, Program, and PMO Structure PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects

More information

Five Levels of Project Portfolio Management

Five Levels of Project Portfolio Management Five Levels of Project Portfolio Management Figure 49 summarizes five levels of project portfolio management maturity [1]. Each level represents the adoption of an increasingly comprehensive and effective

More information

Leadership Framework for Strategic Management of Recognition and Reward Programs. SodexoMotivation.com

Leadership Framework for Strategic Management of Recognition and Reward Programs. SodexoMotivation.com Leadership Framework for Strategic Management of Recognition and Reward Programs A Leadership Framework for Strategic Management of Recognition and Reward Programs Rachel S. Permuth, PhD, MSPH - Sodexo

More information

Keys to a Successful Outsourcing Transition

Keys to a Successful Outsourcing Transition Keys to a Successful Outsourcing Transition finance.arvato.com Getting it Right the First Time: Keys to a Successful Outsourcing Transition A large part of success in outsourcing depends on a seamless

More information

Managing Change. www.changeguidesllc.com. Guiding Organizations Through Change. Change Guides LLC. Kate Nelson. Stacy Aaron

Managing Change. www.changeguidesllc.com. Guiding Organizations Through Change. Change Guides LLC. Kate Nelson. Stacy Aaron Change Guides LLC 8044 Montgomery Road, Suite 700 Cincinnati, Ohio 45236 ph: +1 (513) 354-9503 fx: +1 (253) 369-8884 Guiding Organizations Through Change Managing Change Kate Nelson Partner Kate.Nelson@changeguidesllc.com

More information

Best Practices White Paper

Best Practices White Paper Best Practices White Paper More Effective Succession Planning Written By: Greg Strange Director of Product Development HRsmart This document is the exclusive property of HRsmart and may not be reproduced,

More information

The Value of Organizational Change Management

The Value of Organizational Change Management The Value of Organizational Change Management Bridging the Gap : Quantifying the ROI of Organizational Change Management Larry Powers & Ketil Been The Value of Organizational Change Management 1 Table

More information

PMI s Pulse of the Profession The High Cost of Low Performance

PMI s Pulse of the Profession The High Cost of Low Performance PMI s Pulse of the Profession The High Cost of Low Performance Pulse Perspective As I travel around the world advocating for the value of project, program and portfolio management with organization leaders

More information

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started 7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide

More information

When companies purchase an integrated learning

When companies purchase an integrated learning Feature 2. Project team members are required to perform their regular responsibilities in addition to committing their time to the implementation. Organizations can overcome these challenges if they find

More information

Afro Ant Conversation. Change Management Return on Investment 3 April 2014

Afro Ant Conversation. Change Management Return on Investment 3 April 2014 Afro Ant Conversation Change Management Return on Investment 3 April 2014 Overview This report documents the information gathered at the Afro Ant Conversation held on the 3 rd of April 2014 on the topic

More information

15 Principles of Project Management Success

15 Principles of Project Management Success 15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.

More information

Chapter 4. The IM/IT Portfolio Management Office

Chapter 4. The IM/IT Portfolio Management Office Chapter 4 The IM/IT Portfolio Management Office Learning Objectives Identify some of the primary causes of IM/IT project failures. Describe the main differences between IM/IT project management, IM/IT

More information

Revitalizing Your CRM Initiative. Why the Need to Revitalize?

Revitalizing Your CRM Initiative. Why the Need to Revitalize? Revitalizing Your CRM Initiative In this three article series, we re considering a few of the most relevant Customer Relationship Management (CRM) practices that can impact the effectiveness of small and

More information

A comprehensive strategy for successful data center consolidation

A comprehensive strategy for successful data center consolidation Experience the commitment WHITE PAPER A comprehensive strategy for successful data center consolidation To mitigate risk and maximize the benefits of data center consolidation, state and local governments

More information

strategic workforce planning: building blocks to success

strategic workforce planning: building blocks to success strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking

More information

Chapter 1: Introduction to Project Management. It s not enough to be busy. The question is: What are you busy about? Henry Thoreau

Chapter 1: Introduction to Project Management. It s not enough to be busy. The question is: What are you busy about? Henry Thoreau Chapter 1: Introduction to Project Management It s not enough to be busy. The question is: What are you busy about? Henry Thoreau Learning Objectives Understanding the growing need for better project management,

More information

Office 204 Building 1, Dubai Internet City P.O. Box 26359, Dubai, United Arab Emirates T: +971 4 3910460 E: info@manpower-me.

Office 204 Building 1, Dubai Internet City P.O. Box 26359, Dubai, United Arab Emirates T: +971 4 3910460 E: info@manpower-me. Office 204 Building 1, Dubai Internet City P.O. Box 26359, Dubai, United Arab Emirates T: +971 4 3910460 E: info@manpower-me.com W: ManpowerGroup Global Vision We lead in the creation and delivery of innovative

More information

Recruitment Process Outsourcing:

Recruitment Process Outsourcing: Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify

More information

Best Practice for a Successful Talent Management Technology Implementation

Best Practice for a Successful Talent Management Technology Implementation Best Practice for a Successful Talent Management Technology Implementation Contents 1 How to Prepare 2 Document Your Current Process 3 Replicate vs. Reinvent 4 Consider Employee Impact 5 Gather Your Data

More information

Are you diluting the value of your outsourced recruitment process?

Are you diluting the value of your outsourced recruitment process? Are you diluting the value of your outsourced recruitment process? Are you capturing the full ROI of RPO? Many enterprises have an outsourced recruitment process solution in place. But is the solution

More information

PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY

PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY PMI s PULSE OF THE PROFESSION IN-DEPTH REPORT THE HIGH COST OF LOW PERFORMANCE: THE ESSENTIAL ROLE OF COMMUNICATIONS ORGANIZATI ONAL AGILITY MAY 2013 EXECUTIVE SUMMARY In the context of organizational

More information

10 Fundamental Strategies and Best Practices of Supply Chain Organizations

10 Fundamental Strategies and Best Practices of Supply Chain Organizations 10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com

More information

Key Steps Before Talking to Venture Capitalists

Key Steps Before Talking to Venture Capitalists Key Steps Before Talking to Venture Capitalists Some entrepreneurs may not be familiar with raising institutional capital to grow their businesses. Expansion plans beyond common organic growth are typically

More information

STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER. Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies

STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER. Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies ABSTRACT The paper is about the strategic impact of BI, the necessity for BI

More information

TOP THREE FRUSTRATIONS OF PRODUCT MANAGERS & TIPS TO AVOID THEM

TOP THREE FRUSTRATIONS OF PRODUCT MANAGERS & TIPS TO AVOID THEM build great products TOP THREE FRUSTRATIONS OF PRODUCT MANAGERS & TIPS TO AVOID THEM ELIMINATE KEY CHALLENGES PRODUCT MANAGERS FACE WHEN LEADING COMPLEX PRODUCT DELIVERY PROJECTS. S ince the early days

More information

Organizing for Sourcing Excellence Insights for impact on profitability and revenue.

Organizing for Sourcing Excellence Insights for impact on profitability and revenue. Organizing for Sourcing Excellence Insights for impact on profitability and revenue. The Transformation of Procurement Strategic decision making opportunities that can have immediate impact on profitability

More information

Driving Excellence in Implementation and Beyond The Underlying Quality Principles

Driving Excellence in Implementation and Beyond The Underlying Quality Principles SAP Thought Leadership Paper SAP Active Quality Management Driving Excellence in Implementation and Beyond The Underlying Quality Principles 2014 SAP AG or an SAP affiliate company. All rights reserved.

More information

Information Technology Project Management, Seventh Edition. Information Technology Project Management, Seventh Edition

Information Technology Project Management, Seventh Edition. Information Technology Project Management, Seventh Edition Note: See the text itself for full citations. Many organizations today have a new or renewed interest in project management Computer hardware, software, networks, and the use of interdisciplinary and global

More information

Social Project Management:

Social Project Management: Social Project Management: Engaging the Social Network to Deliver Project Success A Trilog Group Whitepaper August, 2012 Copyright 2012 Trilog Group. All rights reserved. Executive Summary Project teams

More information

Enterprise governance framework: Align your enterprise to make better decisions

Enterprise governance framework: Align your enterprise to make better decisions Enterprise framework: Align your enterprise to make better decisions By Joanna Clark, Principal, Enterprise Governance Group Enterprise involves making decisions about performance and risk at four levels

More information

In control: how project portfolio management can improve strategy deployment. Case study

In control: how project portfolio management can improve strategy deployment. Case study Case study In control: how project portfolio can improve strategy deployment Launching projects and initiatives to drive revenue and achieve business goals is common practice, but less so is implementing

More information

Project Time Management an essential element to project success

Project Time Management an essential element to project success Project Time Management an essential element to project success Abstract This paper discusses the reasons behind the necessity to apply sound Project Time Management principles and processes to projects

More information

THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE

THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE SAP Executive Insight It s no secret that implementing HR shared services can help organizations generate significant

More information

How to Overcome IT Outsourcing Challenges

How to Overcome IT Outsourcing Challenges How to Overcome IT Outsourcing Challenges Learn how to effectively and successfully overcome the five most common IT outsourcing challenges. White Paper Outsourcing Adoption Continues a Strong Upward Trend

More information

Post-merger integration

Post-merger integration Post-merger integration It s never too late to optimize transaction value Prepared by: Greg Maddux, Partner, RSM US LLP greg.maddux@rsmus.com, +1 816 751 1845 Christina Churchill, Manager, RSM US LLP christina.churchill@rsmus.com,

More information

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015

Office of the Auditor General AUDIT OF IT GOVERNANCE. Tabled at Audit Committee March 12, 2015 Office of the Auditor General AUDIT OF IT GOVERNANCE Tabled at Audit Committee March 12, 2015 This page has intentionally been left blank Table of Contents Executive Summary... 1 Introduction... 1 Background...

More information

Solving the Employee Relocation Dilemma with Strategy

Solving the Employee Relocation Dilemma with Strategy Solving the Employee Relocation Dilemma with Strategy IF YOU ARE FINDING IT A CHALLENGE TO INITIATE AND EXECUTE A GLOBAL RELOCATION PROGRAM, ENLISTING THE HELP OF A RELOCATION STRATEGIST MAY BE THE SOLUTION

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation

NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation Market Offering: Package(s): Oracle Authors: Rick Olson, Luke Tay Date: January 13, 2012 Contents Executive summary

More information

Why Your Strategy Isn t Working

Why Your Strategy Isn t Working Published in Business Strategy November 2011 Why Your Strategy Isn t Working By Gary Getz and Joe Lee Setting the company or business unit s strategy has always been one of the most important jobs for

More information

PROJECT MANAGEMENT FRAMEWORK

PROJECT MANAGEMENT FRAMEWORK PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to

More information

Guide to Successful Program Management

Guide to Successful Program Management RG Perspective Guide to Successful Program Management 12 Ways to Make Your Program Deliver on Time, on Target, and on Budget 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189

More information

Project Management: Back to Basics

Project Management: Back to Basics About this research note: Technology Insight notes describe emerging technologies, tools, or processes as well as analyze the tactical and strategic impact they will have on the enterprise. Project Management:

More information

pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage

More information

White Paper. Innovative Development Associates. Trends in Software Product Management. By Joseph Kormos

White Paper. Innovative Development Associates. Trends in Software Product Management. By Joseph Kormos TRENDS IN SOFTWARE PRODUCT MANAGEMENT Innovative Development Associates White Paper Trends in Software Product Management By Joseph Kormos Principal, Innovative Development Associates Director, The Product-MASTERS

More information

Successful Projects Begin with Well-Defined Requirements

Successful Projects Begin with Well-Defined Requirements Successful Projects Begin with Well-Defined Requirements Defining requirements clearly and accurately at the outset speeds software development processes and leads to dramatic savings. Executive Summary

More information

Netstar Strategic Solutions Practice Development Methodology

Netstar Strategic Solutions Practice Development Methodology Netstar Strategic Solutions Practice Development Methodology Netstar Corporation Abstract This document contains a high level description of the development methodology used by the Netstar Strategic Solutions

More information

Schedule Compression

Schedule Compression Schedule Compression The need to reduce the time allowed for a schedule, or a part of a schedule is routine, some of the times the need arises include: When the initial schedule is too long to meet contractual

More information

Recruitment and Selection

Recruitment and Selection Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization

More information

Strategic Planning & Goal Setting

Strategic Planning & Goal Setting White Paper Strategic Planning & Goal Setting ASSESSMENTS: STRATEGIC PLANNING GOAL SETTING 2. Strategic Planning & Goal Setting STRATEGIC PLANNING Strategic planning is a disciplined effort. In the end,

More information

Consulting. PMOver Transforming the Program Management Office into a Results Management Office

Consulting. PMOver Transforming the Program Management Office into a Results Management Office Consulting PMOver Transforming the Management Office into a Results Management Office Executive summary Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address

More information

Lowering business costs: Mitigating risk in the software delivery lifecycle

Lowering business costs: Mitigating risk in the software delivery lifecycle August 2009 Lowering business costs: Mitigating risk in the software delivery Roberto Argento IBM Rational Business Development Executive Valerie Hamilton IBM Rational Solution Marketing Manager and Certified

More information

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com At a time when service-oriented businesses are fast outnumbering all other types of businesses, more and more organisations are citing human resources as their number one asset. Having said that, it only

More information

Lights, Camera, Analytics: How Analytics Process Optimization Directs Data Success for Medical Device Companies

Lights, Camera, Analytics: How Analytics Process Optimization Directs Data Success for Medical Device Companies Lights, Camera, Analytics: How Analytics Process Optimization Directs Data Success for Medical Device Companies Raj Jayashankar, Andrea Traverso and Amol Joshi Lights, Camera, Analytics: How Analytics

More information

How Technology Supports Project, Program and Portfolio Management

How Technology Supports Project, Program and Portfolio Management WHITE PAPER: HOW TECHNOLOGY SUPPORTS PROJECT, PROGRAM AND PORTFOLIO MANAGEMENT SERIES 4 OF 4 How Technology Supports Project, Program and Portfolio Management SEPTEMBER 2007 Enrico Boverino CA CLARITY

More information

Make Global Recruiting a Winning Strategy

Make Global Recruiting a Winning Strategy Make Global Recruiting a Winning Strategy A ManpowerGroup TM Solutions White Paper Make Global Recruiting a Winning Strategy Today s global workforce is on the move like never before. Macro-economic forces,

More information

On Outsourcing of the Family Office Chief Investment Officer Role

On Outsourcing of the Family Office Chief Investment Officer Role On Outsourcing of the Family Office Chief Investment Officer Role By Robin Coady Smith, Co Founder, the Continuum Consortium & Douglas S. Rogers, CFA As this very complex topic of outsourcing of the family

More information

Strategic Planning & Change Management 3 DAYS

Strategic Planning & Change Management 3 DAYS Imsimbi Training proudly presents Strategic Planning & Change Management 3 DAYS Imsimbi Training is a fully accredited training provider with the Services Seta, number 2147, as well as a Level 2 Contributor

More information

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time

State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time State of Louisiana s Workforce Planning Model Right People, Right Skills, Right Jobs, Right Time Table of Contents Introduction 2 What is Workforce Planning?...3 Why is Workforce Planning Important?.....3

More information

Global Payroll? A Few Planning Considerations. Human Resources Globalization

Global Payroll? A Few Planning Considerations. Human Resources Globalization Global Payroll? A Few Planning Considerations Human Resources Globalization Global Payroll? A Few Considerations Today s businesses operate in an increasingly global environment. As a result, globalizing

More information

Workforce Strategy Survey: Global Key Findings

Workforce Strategy Survey: Global Key Findings Workforce Strategy Survey: Global Key Findings A Manpower Survey Insights on Whether Organizations Workforce Strategies are Aligned to Their Business Strategies and Their People are Prepared to Execute

More information

(Refer Slide Time: 01:52)

(Refer Slide Time: 01:52) Software Engineering Prof. N. L. Sarda Computer Science & Engineering Indian Institute of Technology, Bombay Lecture - 2 Introduction to Software Engineering Challenges, Process Models etc (Part 2) This

More information

Project Management Course, Dr. Mehran Sepehri, Fall 85. Project Management. Graduate School of Management Sharif University of Technology

Project Management Course, Dr. Mehran Sepehri, Fall 85. Project Management. Graduate School of Management Sharif University of Technology Project Management Graduate School of Management Sharif University of Technology Session 1: Class Introduction Overview, Definitions Project Manager Roles References: Kerzner: Ch 1 Burk: Ch 1 PMBOK: Ch

More information

Talent Management Derailers Keys to Keeping Your Talent Train On Track Michael Couch President, Michael Couch and Associates Inc.

Talent Management Derailers Keys to Keeping Your Talent Train On Track Michael Couch President, Michael Couch and Associates Inc. Keys to Keeping Your Talent Train On Track Michael Couch President, Michael Couch and Associates Inc. Strategic Talent Management (getting the right people, in the right roles, doing the right things)

More information

Change Management Is A Behavioral Competency You Can Develop

Change Management Is A Behavioral Competency You Can Develop Change Management Is A Behavioral Competency You Can Develop Hinda K. Sterling Herbert L. Selesnick & Sterling Selesnick, INC Change Management Is A Behavioral Competency You Can Develop This article is

More information

THE INFORMATION TECHNOLOGY PROJECT CHARTER

THE INFORMATION TECHNOLOGY PROJECT CHARTER 1-01-12 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES THE INFORMATION TECHNOLOGY PROJECT CHARTER John P. Murray INSIDE Gaining Project Charter Approval; Project Charter Components; Project

More information

Some of the prime advantages of having a good project management team for a company are as follows:

Some of the prime advantages of having a good project management team for a company are as follows: PROJECT MANAGEMENT Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and

More information

5 steps to accelerated ROI for collaboration technology

5 steps to accelerated ROI for collaboration technology 5 steps to accelerated ROI for collaboration technology New collaboration technologies promise to improve worker productivity, cut costs and streamline business processes. But because of the complexity

More information

APICS INSIGHTS AND INNOVATIONS ENHANCING PROJECT MANAGEMENT

APICS INSIGHTS AND INNOVATIONS ENHANCING PROJECT MANAGEMENT APICS INSIGHTS AND INNOVATIONS ENHANCING PROJECT MANAGEMENT APICS INSIGHTS AND INNOVATIONS ABOUT THIS REPORT Supply chain project management is a process that allows you to coordinate resources and activities

More information

P rovi di ng th e tale nt that dr ive s you r b us i n e s s s uc ce s s

P rovi di ng th e tale nt that dr ive s you r b us i n e s s s uc ce s s P rovi di ng th e tale nt that dr ive s you r b us i n e s s s uc ce s s When other companies are finished, we re just getting started. At Veritude we understand the importance of having a great team and

More information

7 Software Development Roadblocks Vexing IT Leaders

7 Software Development Roadblocks Vexing IT Leaders 7 Software Development Roadblocks Vexing IT Leaders IT Leader Knowledge Series It s a watershed year for IT Leaders. In the face of many new developments, trends and yes, pressures, this year will demand

More information

Top Tier Staffing, LLC. General Information

Top Tier Staffing, LLC. General Information 36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE

More information

Simplify Project Management with Salesforce

Simplify Project Management with Salesforce Simplify Project Management with Salesforce Contents Challenges in Project Management Features of Financial Force Project Management Key benefits of Project Management with Salesforce 02 06 10 1 An average

More information

Developing a Business Analytics Roadmap

Developing a Business Analytics Roadmap White Paper Series Developing a Business Analytics Roadmap A Guide to Assessing Your Organization and Building a Roadmap to Analytics Success March 2013 A Guide to Assessing Your Organization and Building

More information

SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND

SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND CONTENTS INTRODUCTION 3 EFFECTIVELY MANAGE THE SCOPE OF YOUR IMPLEMENTATION

More information

Organizational Design Toolkit

Organizational Design Toolkit Organizational Design Toolkit We provide below highlights of the approach to developing/confirming the preferred service delivery model and organizational structure for an organization. The key steps are:

More information

Managing Utility Capital Projects Using Enterprise Project Portfolio Management Solutions

Managing Utility Capital Projects Using Enterprise Project Portfolio Management Solutions An Oracle White Paper January 2012 Managing Utility Capital Projects Using Enterprise Project Portfolio Management Solutions Executive Overview Utility executives worldwide face a precarious balancing

More information

Manual on o Training Management

Manual on o Training Management 5 Project on Improvement of Local Administration in Cambodia Manual on o Training Management Introduction What is Training Management? How to Use the Manuals Table of Contents 1. Introduction...4 2. What

More information