The most successful PPM initiatives have always been ones where people in the immediate operational area take full ownership, and IT plays a supporting role. The worst initiatives have been solely driven by IT with no business buy-in. Looking back over 20 years… Continue reading:
In 1992, the American Institute of Architects® formalized a standardized “percentage of completion” contract billing methodology. The forms developed are known by their numerical assignments: G702 and G703. The purpose was to allow managers a familiar way of communicating and authorizing payments during the life of a construction contract.
For three months, Project Partners has been testing Oracle Fusion Applications. So what are our first impressions? Consistency across applications, dashboards tailored to process flows, and more functionality per screen. Contiue reading and stay tuned as we chronicle our way through the Fusion testing and release preparation efforts.
Oracle Project Management applications track the information needed in the E&C industry, while UI-Apps provide an easy spreadsheet interface. Managing design projects is challenging, but design-build projects are especially so because of requirements to fulfill all phases of the project work.
Oracle Projects may be integrated with Inventory and WIP. This integration allows the tracking of project-related transactions in Inventory and WIP. Some of those transactions will be interfaced with Oracle Projects. Continue reading the blog:
As Gartner states in their 2008 report, the key to setting up a successful PMO is first to understand where your organization fits in the "Maturity Model" and then to organize a PMO structure that fits in your organization's maturity model. Continue reading the blog to learn more:
When projects go wrong, they generally go wrong at the beginning. My experience is mainly in the defense industry, so most of the following are derived from those experiences. Poorly defined requirements lead to poorly defined statements of work and specifications, which lead to unrealistic expectations for the customer and the supplier.
OPM3® (Organization Project Management Maturity Model) is a Project Management Institute® (PMI) standard much like the PMBOK® Guide that was started in 1998 by PMI. The OPM3 standard consists of three major elements: Knowledge, Assessment & Improvement, which are described below.
The success of any implementation is never guaranteed: challenges seem to lurk around every corner. However, as indicated in a previous blog (Structuring a Global Implementation), there are ways to anticipate and address these challenges before they materialize.
A Project Management Office (PMO) is a group within an organization that defines and maintains standards for project management. A PMO generally bases its project management principles, practices, and processes on some industry standard methodology such as PMBOK.
