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http://www.managers.org.uk/home_new_1.aspx?id=10:1
The Chartered Management Institute is the only chartered professional body that is dedicated to management and leadership. We are committed to raising
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the performance of business by championing management. We do this through supporting and advising individuals and organisations, or through engaging policy makers and key influencers in government and the management profession . We’re here to help you tackle the management challenges you face on a daily basis by raising the standard of management in the UK. We are here to help individuals like you, become better managers and companies like yours, develop better managers .
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http://www.pmtoday.co.uk
Content © 2007 PM Today. All rights reserved. Larchdrift Projects Ltd t/a Project Manager Today, Unit 12, Moor Place Farm, Bramshill, RG27 0RF (Reg England
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2364952)
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http://www.pmi.org/Pages/subfeatureright.aspx
"Both organizations and practitioners have struggled with the expectations associated with the implementation of [project management offices] PMOs. Some
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are created seamlessly and provide a valuable return to their organizations. Others, however, have difficulty establishing or maintaining them. This white paper represents a significant research effort as well as a contribution to our understanding of the current state of multi-project PMOs globally. The paper is a factual documentation of key findings, and certain observations can be used as an initial step toward a meaningful dialogue throughout the practicing PMO community. PMI hopes that this document will stimulate thought, dialogue and insight, such that future steps may become evident toward creating some form of guidance regarding the implementation and maintenance of successful PMOs. Once you have read the document we hope you will take time to provide your insight and comments on this important topic." –Edwin J. Andrews, VMD,
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http://www.prince2.com/what-is-prince2.asp
What is PRINCE2? - PRINCE2 Definition PRINCE2 ( PR ojects IN C ontrolled E nvironments) is a process-based method for effective project management . PRINCE2
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is a de facto standard used extensively by the UK Government and is widely recognised and used in the private sector, both in the UK and internationally. The method PRINCE2 is in the public domain, offering non-proprietorial best practice guidance on project management . PRINCE2 is a registered trademark of OGC. The key features of PRINCE2 are: Its focus on business justification A defined organisation structure for the project management team Its product-based planning approach Its emphasis on dividing the project into manageable and controllable stages Its flexibility to be applied at a level appropriate to the project. top of page PRINCE2 History PRINCE was established in 1989 by CCTA (the Central Computer and Telecommunications Agency), since renamed the OGC (the Office of Government Commerce). PRINCE was originally based on PR
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http://www.reliableplant.com/article.asp?pagetitle=10 top trends in project management for 2008&articleid=12585
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http://www.cio.com/article/439046/Three_Keys_to_Getting_Your_Projects_Under_Control_Part_?contentId=439046&slug=&
Three Keys to Getting Your Projects Under Control, Part 1 In the first of a three-part series, CIOs frustrated by project management pitfalls in Agile
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methodologies and techniques like Scrum will learn to plug leaks of time and costs that threaten deliverables. By John Troyer July 23, 2008 — CIO — In spite of spending millions of dollars to deploy , executives still sense a lack of control over the projects in their domain. The CIO servicing the IT needs of a 75,000-user community complains that all he can get is and that the only thing he is sure of is that he does not have control. The department manager responsible for the executive information system at one of the largest companies in the U.S. says, "We keep breaking our projects into smaller and smaller packages to make sure something gets done, and at the end of each quarter we get lots of glowing reports, but How do I get my projects under control?" Discussing the dismal delivery record coming out of his organization, the CIO of
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http://www.cio.com/article/439214/Three_Keys_to_Getting_Your_Projects_Under_Control_Part_?contentId=439214&slug=&
Three Keys to Getting Your Projects Under Control, Part 2 Idea clarity is key: Know exactly what you are trying to accomplish. You know you "have an idea"
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when you can answer the questions Where are you going? How are you going to get there? What will it cost? What is the payoff? By John Troyer July 24, 2008 — CIO — As organizations struggle to extract the expected value from projects they fund, managers are charmed by a wide array of fads, techniques, marketing hype and buzzwords . Every proposed solution trumpets its track record in some particular situation. But, once the "latest and greatest, new and improved" tool is actually deployed, more often than not, reality seems to walk productivity off the cliff. And the sponsor is left with late, deficient and over-budget deliverables. There are projects that deliver on time and within budget, but they are the exception rather than the rule. And frequently, these "successes" would not glow very brightly if management peeled back a report
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http://www.cio.com/article/439482/Three_Keys_to_Getting_Your_Projects_Under_Control_Part_?contentId=439482&slug=&
Three Keys to Getting Your Projects Under Control, Part 3 In the conclusion of the three-part series on successful project management, granular communications
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highlight performance lags and scope creep. By John Troyer July 25, 2008 — CIO — Within IT, the vast majority of activities outside the boundaries of operations and help desk are projects, i.e., one-time efforts pulling together a team, with a clear goal, budget and time line, and a final handoff, which leads to disbanding the team. And, as established in the previous two parts of this three-part series, most projects are out of control. Some facts about out-of-control projects are well-documented. According to the Defense Acquisition University: Once a project is 10 percent complete, the overrun at completion will not be less than the current overrun. Once a project is 20 percent complete, the cost performance index does not vary from its current value by more than 10 percent. The further the cost schedule index is from 1.0, the
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http://www.cio.com/article/124309/How_to_Spot_a_Failing_Project?contentId=124309&slug=&
How to Spot a Failing Project Often, the difference between success and failure is spotting critical early warning signs that a project is in trouble.
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Here are a few ways to identify the symptoms. By Rick Cook July 17, 2007 — CIO — Usually, when an IT project fails, management is the last to know. But eventually, like a fish left too long in the refrigerator, the failure becomes all too obvious. When the situation reaches that point, your only option is the IT equivalent of pulling everything out of the refrigerator and scrubbing it out with baking soda. But it doesn't have to be that way. Conventional wisdom to the contrary, project management is getting better. More projects are succeeding, fewer projects are failing outright, and projects are returning more of the IT dollar invested. Still, only about one-third of all projects are complete successes. Often, the difference between success and failure is spotting the critical early warning signs that a project is in trouble. Here's a
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http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=254&articleID=75723EBE-B56F-8935-5E0DE8D46DE8C71C
Recently three high-powered executives defected from supermarket chain Tesco. It was the latest and most pronounced instance of the ferocious battle for
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brainpower sweeping through the boardroom. Across the globe companies of all sizes are having to face the fact that in tough times survival and success depend on attracting, developing and retaining key staff. Companies, like countries, are realising that their future prosperity depends not only on natural resources or even on financial capital, but as Fortune Magazine noted recently, on human capital. “We’ve lost some good people,” Tesco said when three of the company’s senior people left, “but we’ve also recruited some good people. That’s what happens in companies of our size.” Where organisations have a strong team at the helm it can limit scope for others to move up and head hunters are quick to prowl for younger talent just below main board level with a good chance of a senior job with another concern. The battle starts at the top
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