This guide provides an overview of the organization structure, key roles and responsibilities, and processes to effectively manage large programs and projects. A good starting point to understand the "big picture" of large scale program management.
This document provides guidance on integrating IT security and IT Investment Management processes. Applying funding towards high-priority security investments supports the objective of maintaining appropriate security controls, both at the enterprise-wide and system level, commensurate with levels of risk and data sensitivity. This paper introduces common criteria against which managers can prioritize security activities to ensure that corrective actions are incorporated into the capital planning process to deliver maximum security in a cost-effective manner. (70 Pages)
The authors contend that a lot of IT projects are disasters waiting to happen! And the really bad news? They will likely take the company and your career down with them!
This paper discusses the common causes of IT project failure and provides guidance on how to prevent it.
The authors make the case for using enterprise architecture planning and models for project optimization because it is uniquely positioned to unearth the root causes of project performance and failure.
This whitepaper discusses ten (10) common mistakes PMOs make and provides advice on avoiding these worst practices.
This presentation discusses metrics to monitor and manage project health – these metrics are essential to track project success and feed into critical IT decisions from toll gates to project portfolio management.
This presentation discusses project portfolio management (PPM) including, what is PPM? what are the benefits in using PPM? what are the challenges in implementing PPM? what are common myths about PPM? how to implement PPM step-by-step? what are some PPM models? what are PPM metrics? what are best practices and lessons learned implementing PPM? <br /><br />Good Discussion!
Different skills are required to govern a project through its lifecycle with the three most critical being: cost engineering (CE), quantity surveying (QS), and project management (PM). This paper explores the connection, intersection, and divergence between the three.
This presentation provides an overview of the Portfolio, Program and Project Management Maturity Model (P3M3) framework which can be used to assess current performance and formulate a plan to improve and measure performance.