Projektledartiklar, whitepapers, industrirapporter och Point of View artiklar

Projektledning Program/portfölj- hantering & PMO Organisations- förbättring Ledarskap och kommunikation Business Analysis Kontrakts- hantering Agil projektledning Top 10 Project Management Trends for 2013 Datum: januari 2013   Sammanfattning: Project, programme, and portfolio leadership is in short supply as organisations struggle to implement Agile methods, complete large projects, manage vendors, and create more value through their project management offices (PMOs). Leadership is one of the key themes throughout many of the 2013 top 10 trends for project management, which were identified by a global panel of ESI International senior executives and subject matter experts. Seven Steps to Becoming a Risk Superhero Datum: september 2012   Sammanfattning: Risk management can be a deep, cavernous and potentially career-limiting endeavour if not properly planned. Unfortunately, project managers often approach risk in a purely one dimensional fashion, without considering many essential components such as the company risk climate, the project’s strategic fit, key player and stakeholder involvement and buy-in. The strategic due-diligence steps which are highlighted in this article will enable an informed, educated and timely approach to risk and position you as a company Risk Superhero. Training ROI : Are you on the verge of losing your budget? Datum: september 2012   Sammanfattning: It is the responsibility of a learning professional to build and improve talents and help transform the organisation. Learning programmes are essential in all organisations and most of these programmes have always been dependent on return on investment (ROI). This whitepaper looks at how to calculate ROI and how it should be incorporated into your programme. 10 Tips to Measure Training ROI Datum: september 2012   Sammanfattning: If you can’t prove a return on your training programme – real learning that is adopted and applied -- then you run the risk of having it cut back or even losing it. You may think that measuring ROI is hard. However, if you follow these fast, hard rules, you’ll be on your way to proving your learning programme has measurable impact. Victim or Victor - Taking Control as a Project Manager Datum: augusti 2012   Sammanfattning: This article looks at how the PMO needs to help the project managers prepare themselves to deal with an increasingly challenging environment. It presents the “empowering tools” which, if correctly applied, provide the project manager with the knowledge and authority to take control of the project. The skill in applying tools depends not only on technical ability but, increasingly, on the human and interpersonal aspects of any situation. For this reason, the companion set of “enabling skills” (sometimes called “soft skills”) that are required for effective delivery is defined and described in this article. Åtta tillfällen då e-post inte bör användas i projektledning Datum: december 2011   Sammanfattning: När upptagna projektledare hanterar sina värdefulla personliga scheman och projektplaner letar de efter olika sätt att spara tid och pengar. Behovet att göra detta förstärks av de ekonomiska förutsättningar som vi har idag. Ett lockande mål för tids- och kostnadsbesparingar är kommunikation, som utgör en stor del av varje framgångsrik projektledares ansvar. Agile Project Management Is Not Just a Change in Methods - It is a Shift in Metrics and Mindset Datum: januari 2011   Sammanfattning: As the Agile Project Management approach becomes more mainstream, organisations considering its implementation are deluged with questions. Metrics for Agile Projects - Finding the Right Tools for the Job Datum: januari 2011   Sammanfattning: This informative paper will provide best practices project managers should use to expand the use of the metrics at their disposal to fine-tune the progress they are showing on their agile projects. Top 10 Project Management Trends for 2011 from ESI International Datum: januari 2011   Sammanfattning: ESI International revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager's (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends. Successful Solutions Through Agile Project Management Datum: november 2010   Sammanfattning: Today's business climate is both dynamic and complex. Management faces changing requirements and increasing demands, as well as tight budgets and fast turnaround demands. Organisations are struggling to do more with less — fewer resources, including less money, and, in many cases a reduced workforce. Therefore, it is essential to optimise every aspect of business, particularly project management. Is Project Management a Core Skill and No Longer a Niche Capability? Datum: oktober 2010   Sammanfattning: Project management is fast becoming the preferred way for companies to get things done. In a global economy, project management makes a company more competitive than other traditional methods of managing work. Think of Risk Management as Competitive Advantage Datum: mars 2010   Sammanfattning: Whether buying or selling outsourced products or services, organisations cannot afford not to have a risk management plan in place. Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide Datum: september 2009   Sammanfattning: PRINCE2 is the UK Government's structured project management method. PMI stands for the Project Management Institute producing guidance on project management documented in the 'Guide to the Project Management Body of Knowledge' - hence the PMI PMBOK Guide Getting Energised About Risk Datum: september 2009   Sammanfattning: The real issue is not how to get rid of risk, but rather how to manage it. And, although that takes a lot of time and energy, perhaps new perspectives can be gained if risk is looked at from a project life cycle perspective. Recognising Project Warning Signs Part 2 Datum: juni 2009   Sammanfattning: Recognising and recovering troubled projects is currently one of the hottest subjects in project management circles. But wouldn't it be great if you could predict the future by recognising project warning signs before... Recognising Project Warning Signs Datum: juni 2009   Sammanfattning: We see warning signs every day, such as “Wet paint” or “Road Ends in Water.” Such signs are common reminders to be careful. The earlier we heed their advice, the better off we'll be because time is a resource when ... Enterprise Analysis - Building a Foundation from the Top Down Datum: mars 2009   Sammanfattning: Keep the pace and reap the benefits - examine the step-by-step process of identifying and analysing potential solutions to business needs. The Change Management Life Cycle Datum: oktober 2008   Sammanfattning: Every organisation is affected by change. Still, organisational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation. The Global State of the PMO for 2012: The IT Perspective Datum: augusti 2012   Sammanfattning: These highlights are taken from a recent 2012 PMO benchmarking survey undertaken by ESI International. With over 3,000 respondents, the survey set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Within the framework of this global, cross-sector investigation, the IT sector stood out as the most dominant in its move toward the Next-Generation PMO. SURVEY - The 2012 Global State of the PMO: On the Road to the Next Generation Datum: maj 2012   Sammanfattning: This second annual global PMO benchmarking survey conducted in early 2012 with over 3,000 respondents takes a comparative view, determining what is trending, and what is not, in the PMO landscape. ESI International set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Due to the rise in collaboration software, the study also sought to measure how widespread the usage of such tools has become. Since three in four of those surveyed claimed to have, or have had, a PMO in their organization, ESI was able to capture a broad range of representative data in a wide variety of industries such as energy, telecommunications, IT, construction, health care, manufacturing, government and financial services. SUMMARY - The Global State of the PMO: On the Road to the Next Generation Datum: maj 2012   Sammanfattning: This survey offers in-depth insights into the state of the PMO worldwide based on research from over 17 industries across six continents from both an internal and external perspective. This benchmarking survey included project/programme managers and directors, heads of PMO, senior executives and other project-related staff both inside and outside the PMO in The Americas, EMEA, and APAC regions. FULL SURVEY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training Datum: maj 2011   Sammanfattning: This study is based upon research conducted from a quantitative survey of senior level project and programme managers from a variety of industries around the world with a total of 3,740 respondents. Over 45 percent of those surveyed were PMO staff while nearly 37 percent were non-PMO staff. Only 18 percent reported not having a PMO at all. SUMMARY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training Datum: maj 2011   Sammanfattning: Across numerous industries and in every region of the world, businesses have endeavoured to boost their overall performance in project and programme management. A central element of their strategy has been to establish and continually expand their Project/Programme Management Office (PMO). A PMO is defined as an organisational body through which businesses deploy project management. As a means to an end, rather than an end itself, many PMOs take on a strategic, objectives-oriented role while other implementations tend to be more tactical in nature. Regardless of the approach, the same questions apply. Taking Your PMO to the Next Level: Four Steps to Value Improvement Datum: juni 2010   Sammanfattning: In today's economy, every company and organisation is struggling to do more with less, and performance is paramount. This is true for public and private sector entities, as well as for non-profits. Which is why, in order to prevail in lean times, it is essential to optimise every operation of your organisation, especially the project management office (PMO). The Project Manager Perspective on Project Portfolio Management Effectiveness Datum: mars 2009   Sammanfattning: Organizations rely on project portfolio management (PPM) to evaluate, prioritize, approve, implement and manage projects to meet their strategic and financial goals. This study provides an analysis of PPM maturity and challenges within organizations around the globe from the project and program manager level. Its unique, bottom-up perspective offers insight into the factors that lead to successful implementation of strategic direction. The Challenges to Success for Project and Programme Management Offices Datum: mars 2009   Sammanfattning: This study sought to assess the impact and significance of the PMO within organisations, to discover the challenges they have faced, and measures they have attempted to overcome them. The results provide insight into the issues that may benefit PMOs as they undertake their mission to improve organisational performance, particularly in the current economic environment. Delivering Successful Programmes Datum: mars 2008   Sammanfattning: The rapid pace of innovation and the increasing level of management, stakeholder and customer expectations demand that organisations re-assess how they do business. Programme management, which PMI® defines as “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually,” is key to executing major strategic initiatives. Unfortunately, many organisations are ill-equipped to manage larger-scale programmes. This paper describes 10 vital steps of programme management that must be done right in order for organisations to successfully deliver the benefits of change initiatives. The steps, which may be performed by a programme manager or by others within the organisation, together address the three overarching responsibilities of the programme manager: effective governance, stakeholder management and benefits management. The Sustainment of Learning Datum: februari 2013   Sammanfattning: Overcoming the hurdle of obtaining the right training is one thing. Sustaining what you learn so that it is not only reinforced, but also applied on the job, is entirely another. The primary reason organisations introduce training is to encourage change within the enterprise. When implementing a learning adoption strategy, decision-makers should view it largely as a change management initiative. They are, after all, attempting to alter employee behaviour in a sustainable fashion. Without the actual application and reinforcement of new skills, nothing new can emerge. 7 Tips for Learning Sustainment Datum: februari 2013   Sammanfattning: Learning a new skill in a classroom setting is one thing; actually applying that skill to the job is completely another. Many organisations offer training courses without considering the long-term impact such training should have on the business. Without reinforcing what participants learn, training becomes just another theoretical idea without any practical application. 10 tips på hur du kan mäta avkastningen av ditt utbildningsprogram Datum: oktober 2012   Sammanfattning: Dessa tips ingår i en ny undersökning som genomförts av ESI International där finner du en steg för-steg-beskrivning av hur du beräknar ROI, vilket är praktiskt att implementera för kursorganisationen. Innovation in Learning Drives Workforce Productivity Datum: augusti 2011   Sammanfattning: In this lean environment, how do leaders responsible for learning programmes adjust and adapt their human capital initiatives? FULL SURVEY - Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality Datum: maj 2011   Sammanfattning: The full report reviews overall survey findings, but specifically focus in on three key phases in the application and transfer of learning that shed light on successful and not so successful strategies: pre-training; motivation; and post-learning. To fill out the learning transfer picture, this report integrates the most valuable written comments submitted by survey respondents, along with commentary and real-world insight developed through first-hand client experience. Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality Datum: maj 2011   Sammanfattning: ESI International issued a Transfer of Learning Survey in March 2011 designed to assess an organisation's success or difficulty in fostering a learning transfer climate in the workplace. The goal was to determine if organisations had a system or set of processes that ensures trainees can apply learning on the job - in an immediate way - to improve actual employee performance and generate positive business impact. An Inch or a Mile? Proven Practices in Measuring Learning Impact Datum: januari 2011   Sammanfattning: In today's learning environment, learning and development (L&D) professionals continue to be challenged with the impact learning has on an individual or a business initiative. This paper will explore the most riveting and emerging topics that L&D professionals face and how measurement is playing a role in aiding them in demonstrating the impact of learning. Eight initiatives are discussed where measuring can be a catalyst for positive change. If Your Business Cases Focus Solely on ROI Your Organisation Could Be Funding All the Wrong Projects Datum: mars 2011   Sammanfattning: Crafting a business case that shows a strong return on investment can be powerful, but those numbers alone do not tell the whole story about a project’s potential impact. From ROI to VOI - Organizations are failing to tie learning to business impact Datum: januari 2011   Sammanfattning: Many organizations implement learning engagements, or PM training programmes, to increase employee satisfaction, realise better project team performance, and improve communication and results. But do these organizations understand the impact of these programmes beyond traditional employee engagement measures? Common Senior Executive Errors Datum: november 2010   Sammanfattning: The role of the executives, or sponsors, cannot be underestimated and key areas of focus are highlighted in this article. Certification - worth the hassle? Datum: juni 2010   Sammanfattning: The days when an individual was given a project to complete alongside their normal day to day roles are going. Project management is becoming an established profession on its own, like accountancy; it has professional bodies, certification bodies,frameworks and methodologies, protocols, research and best practice. The Measurement Dilemma: Tying Learning to Business Impact and Financial Outcomes Datum: maj 2010   Sammanfattning: Many organisations implement 'learning engagements', increase employee satisfaction, realise better team performance, and improve communication. But do these organisations understand the impact of these programmes beyond traditional employee engagement measures? Risky Business: Organisational Effectiveness at Managing Risk of Outsourced Projects Datum: april 2010   Sammanfattning: This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively. When Intent Does Not Match Outcome Datum: november 2009   Sammanfattning: Our intended communication doesn't always achieve the desired outcome. All communication starts with intent. Will your organisation get an 'A' for learning, but an 'F' for value of investment? Datum: oktober 2009   Sammanfattning: Strengthening and evolving your company's skill and performance level requires more than educating your employees. It is cheaper, your staff wants it and most importantly, it works. So why are you not taking your learning programme virtual? Datum: oktober 2009   Sammanfattning: In a time when companies are scrutinising budget and facing tough economic and resource constraints, VILT can be an effective, cost-efficient, location-neutral learning solution. The Change Management Life Cycle Datum: maj 2009   Sammanfattning: Every organization is affected by change. Still, organizational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation. Vad är viktigast – processen eller personerna? Datum: maj 2012   Sammanfattning: Att ta fram en ny process ger nytt liv åt organisationen med löfte om nya ting, något som ska lösa störande problem och innebära ett nytt ”sätt att göra saker på” som kommer att få medarbetarna att stråla av tacksamhet. Tyvärr blir processen ofta juvelen i kronan medan människorna hamnar på efterkälken. Coachning är en aff ärsrelation Datum: maj 2012   Sammanfattning: Genom nedskärningar har många organisationer tagit bort det ”mäktiga mellanledet”, vilket gjort att den fasta personalen, crème de la crème-experterna och de mindre kostsamma, unga karriärmänniskorna nu måste behärska ett brett spektra av allt fler arbetsuppgifter, med en mer diversifi erad arbetsbelastning. Och med denna större utmaning, men med mindre varierade kunskapslådor, vänder sig företagen ännu en gång till coachningsprogram som hjälper till att överbrygga ”erfarenhetsklyftan” mellan dessa två populationer. Projektledning handlar om ledarskap Datum: juni 2010   Sammanfattning: Teamet måste ha samma vision som projektledaren som i sin tur jobbar för att uppfylla hela verksamhetens visionära mål – företagets rörelse framåt. Därför är det viktigt att projektledaren inte bara håller koll på detaljerna i projektet utan också agerar som en ledare med ett långsiktigt slutmål. Forget Project Management... It is Leadership That Counts Datum: juni 2010   Sammanfattning: Although it's convenient to label us as 'Project Managers', behind that title is a number of skills and competencies. And, leadership is one of the most important but probably the hardest to learn competencies. Coaching and Mentoring - Are You Missing an Opportunity? Datum: februari 2010   Sammanfattning: Today's business environment encourages, if not demands, an approach to management that develops people through coaching and mentoring rather than through constant direction. Eight Times to Abandon E -mail Datum: november 2008   Sammanfattning: As busy project managers manage their precious personal and project schedules, they look for any means to save time and money. The need to do this is amplified by the economic conditions present today. Why Good Isn't Good Enough: The Global State of Business Analysis Datum: januari 2012   Sammanfattning: This global survey seeks to determine the actual business impact that BA has on organisations, and examines its current state by inquiring into BA practices, trends, challenges and applications of the BA discipline. The Top Ten Business Analysis Trends for 2012 Datum: januari 2012   Sammanfattning: To achieve organisational goals in the challenging economic environment of 2012, effective requirements management and development (RMD)—also known as business analysis—will demand a broader perspective in order to drive full business impact. Business analysts will need to take a three dimensional approach to fully capture requirements, which organisations recognise as the foundation of successful project and contract delivery. This theme underlies the 2012 Top 10 trends for RMD. Business Analysis - Kravinsamling Datum: oktober 2011   Sammanfattning: International Institute of Business Analysis (IIBA) har identifierat de olika kunskapsområden som ligger till grund för Business Analysis. I den här artikeln utforskar vi kravinsamling mer i detalj. Business Analysis - Vad ar det och hur paverkar det oss? Datum: maj 2011   Sammanfattning: Artikel av Hans Jonasson, CBAP, PMP. Författare av ”Determining Project Requirements” en källa för BABOK 2.0 Top 10 Business Analysis Trends for 2011 from ESI International Datum: januari 2011   Sammanfattning: ESI International reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) – also known as business analysis – a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends. A Surprising Change Leader - Your Business Analyst Datum: december 2010   Sammanfattning: The most successful organisations are able to identify opportunities for self-improvement and conceive of changes that can make them more efficient, more successful and better equipped to achieve their goals. Get to the Core of Vendor Management Problems with Better Requirements Datum: september 2010   Sammanfattning: Among the organisations struggling with outsourced projects that have gone bad, or that have failed completely, the most often cited reason is vendor management issues, as if the vendor is always the one to blame and the buyer is completely blameless. The Top Five Commercial Skills Needed To Be a Great Business Analyst Datum: april 2009   Sammanfattning: The truly great business analysts have certain skills and attributes in common. Värdet av grunderna i Kontrakt och avtalshantering för alla projektledare Datum: januari 2011   Sammanfattning: Då outsourcing blir all valigare måste dagens chefer och projektledare ha en bättre förståelse av Kontrakt och avtalsprocesser. Denna artikel ger tips och råd om vad man bör tänka på under upphandlingsprocessen och administration av kontrakt. The Key Components For Successful Contract Management Datum: januari 2011   Sammanfattning: This paper tries to help you identify some of the aspects you need to consider and some of the best practices to adopt to make contract management as normal a business activity as any of the more traditional business processes. The Value of Contract Management Fundamentals for Every Project Manager Datum: januari 2011   Sammanfattning: The manager of today must know about procurement and contracts. In short, there is a new tool in the managers' tool kits - contract management! This article considers some of the components of procurement and contract management that must be mastered. Hitta rätt mix: Ibland är ren och skär Agile inte rätt väg att gå Datum: januari 2013   Sammanfattning: Bara en bråkdel av företag och organisationer kommer helt och hållet enbart att använda sig utav agila metoder i sina projekt. I själva verket lämpar sig många typer av projekt inte alls för agila metoder och skälen till det är många. Det kan vara att projekten hanteras av många avdelningar och företagsenheter, många av dessa har kanske inte heller lust eller resurser nog att hantera dem på ett agilt sätt. En annan anledning är om man har gjort betydande investeringar i traditionella eller egenutvecklade metoder, så kanske man inte helt enkelt är beredd att bara överge dem hursomhelst. Dessutom är många organisationer globala med utvecklingsresurser runt om i världen, i olika tidszoner och med varierande lokala företagskulturer och arbetssätt. Av dessa skäl så måste agila projektledare och team vara beredda att samarbeta med icke- agila projektledare, med team som använder traditionella metoder, och med organisationer som har resurser utspridda runt om i världen. Den mjukare sidan av Agile: Att leda samarbetande team till framgång Datum: januari 2013   Sammanfattning: Det agila manifestet prioriterar samarbete framför kontraktsförhandling, med starkt fokus på ett skickligt och motiverat team i ständig interaktion med produkten och kunden i varje fas av projektet. Med andra ord krävs mer än bara teknisk expertis för att för att samla in krav, utveckla och testa nya produktlinjer. Då fokus ligger på ett kundcentrerat samarbete så krävs det mjuka kunskaper, ledarskapskompetens och en förståelse för hur man kan tillämpa dessa kunskaper på ett mer formbart och personfokuserat sätt. Alla som samarbetar med andra vet att det innebär ett antal utmaningar. Med ett agilt synsätt krävs det att man samverkar med kunden i en ständig intressentdialog.

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