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May
17
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3 reasons why to buy a PPM solution, but also what should be in a PPM scorecard. from Myles Suer’s blog
Recently, I met with the CIO of a Global 50 company. When I discussed with him the importance of IT performance management, this CIO said that no one talks to him about IT performance management. He went on to say that having a performance management system would ensure he gets the business transformation and ROI out of the IT toolset purchases that he makes. “What I need are best practice KPIs to measure along the journey,” he said. Given this, I will turn my attention in this blog to project and portfolio management (PPM) software and what measures matter for this tool and its related activities.
Article source: HP PPM Blog
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(No Ratings Yet) Loading ...21 – 23 May 2012 | Gaylord National, National Harbor, MD
The Gartner PPM & IT Governance Summit 2012 is the premier gathering of program and portfolio management executives focused on improving how organizations select, implement and manage IT initiatives and services. Gain new methods of prioritization, resource optimization and governance to address competing strategic goals, as well as how to adapt programs with an eye toward shifting risks and ongoing business case validity.
The Gartner PPM & IT Governance Summit 2012 is the premier gathering of program and portfolio management executives focused on improving how organizations select, implement and manage IT initiatives and services. You’ll learn how to anticipate portfolio fluctuations and adapt programs with an eye toward shifting risks and ongoing business case validity. This year’s summit will provide you with insightful forecasts, structured guidance, and useful templates and toolkits to help you:
- Develop agile project leadership
- Implement organizational change management
- Learn what to include in simple but effective executive dashboards
- Understand the Gartner PPM Maturity Model and the “pretty good” PMO
- Manage program and project contractors with a PMO
Key Benefits; Through analyst sessions, problem-solving workshops and peer interaction, you’ll gain the insight necessary to:
- Align IT projects with business strategy
- Balance constrained supply of IT resources
- See where PPM software & solutions are headed
- Optimize your portfolio and reduce costs
- Evolve the PMO to meet enterprise-level needs
- Balance demand for IT services
for details please visit Gartner site.
May
10
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(No Ratings Yet) Loading ...Authored by HP Product Management
Are you holding up your projects just because you’re out travelling and your projects teams are waiting for your approval on their project-related requests? Are you fighting to prioritize your valuable resources while you are meeting and negotiating with your customers or potential clients?
You won’t need to worry about these issues anymore as HP PPM is going mobile now.
We’re proud to announce to all PMOs and managers that our new PPM Request Mini App is already out of door. The PPM Mini App – the mobilized version of the HP Project and Portfolio Management (PPM) Center product – is available to all customers on PPM Center version 9.13 for free.
The mini app adds PPM Center with mobile capabilities, powered by HP Anywhere. Now, you can manage (project or non-project related) requests from your iPhone and Android smartphones. With this new functionality, you can be more productive – working on the go in a secured, personalized and intuitive way.
For more information about HP Anywhere and PPM mini app, visit the HP Live Network (HPLN).
Article source: HP PPM Blog
Apr
15
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(No Ratings Yet) Loading ...Building on more than 15 years of practice in the business, IT, risk, security and assurance communities, COBIT 5 provides the next generation of ISACA’s guidance on a critical business issue-the enterprise governance and management of IT.
The COBIT 5 framework will provide the basis for governing and managing enterprise IT. It will include a number of products including:
Article source: CA PPM Blog
Apr
1
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(No Ratings Yet) Loading ...The following certifications are included in PPM Center version 9.14:
* Microsoft Internet Explorer 9 (32-bit)
* VMware ESX 4.1.0
* SAP BusinessObjects Enterprise XI 3.1 with Service Pack 4 Fix Pack 1 (SBOP Enterprise XI 3.1 SP4 FP1) for the Operational Reporting solution for PPM Center
* Universal CMDB version 9.05 for PPM Center integrations with Universal CMDB (using ALM)
* HP Service Manager 9.30 when used to integrate PPM Center tasks and Service Manager changes
* HP Application Lifecycle Management version 11.00 and version 11.00 Service Pack 2 for integration with PPM Center
Corrections :
- QCCR1L41074: You receive a financial summary error when the validation 3913 is executed on the last day of a fiscal period.
- QCCR1L41188: You cannot use Web Services to set the actual and planned costs in base currency in a financial summary. Only local currency is supported.
- QCCR1L43023: The synchronization between staffing profiles and financial summaries does not work. This issue makes the “Calculate the forecasted labor costs from the staffing profile.” option in the Project Settings fail.
- QCCR1L43169: In a project that has the “Calculate the forecasted labor costs from the staffing profile” option disabled, the FS-SP sync service still uses the staffing profile to synchronize with the financial summary.
- QCCR1L43186: Cost is not calculated when you add tasks actuals to a work plan by using Web Services.
- QCCR1L44777: You receive an ArrayIndexOutOfBoundsException error when opening a financial summary from a proposal.
- QCCR1L42559: You receive a NullPointerException error when trying to copy benefit lines from previous years on the Edit Benefits page.
- QCCR1L42745: The financial summary name defaults to a different project’s name and shows it was created by someone other than the person that created it.
Enhancements :
* Enhancements to Resource Management Module
* Copying Date Field Value Using Functions of KNTA_USER_UTIL Package
* Configuring Initial Text in Mobility Access Email Notifications
* Specifying Font Size for Workflow Layout Image
* Hierarchical Order of Active Workflow Steps on the Request Search Results Table
* Improved Field Level Security Check on Mass Updates
* Logging of Physical Memory and Operating System Swap File Space at Server Startup
* Improved Control over the Size and Number of Unique Values in Pivot Tables
* Custom Rules for Time Sheets
* Support for Multi-Domain LDAP Import
* Control Over Encryption Suites Used by SSL (TLS) Sockets
* New Parameters for the Silent Installation of Microsoft Project Plug-in
* Enhancements to PPM Center Integration with Quality Center (Using ALM)
* Upgrading PPM Center Integration with Quality Center (Using ALM)
and more..
For more information, refer to the HP Project and Portfolio
Management Center Software Version 9.14 (Service Pack 4)
Release Notes. A copy of the release notes can be found at:
http://support.openview.hp.com/selfsolve/document/FID/DOCUMENTUM_PPMC_00112.
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(No Ratings Yet) Loading ...Project Portfolio Management is one of the key tools that enables senior IT executives to keep projects and applications aligned with overall business objectives. The challenge is to leverage that capability in an agile way, enabling IT to become much more responsive to the needs of the business. IT Project Portfolio Management, combined with Agile Project Management, is the answer.
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(No Ratings Yet) Loading ...The ability to keep a portfolio of projects on schedule and on budget, to overcome potential obstacles, manage change requests and balance resources, is greatly dependent on the level of visibility available in the decision making process.
The question is how can you exploit the full potential of IT to deliver this visibility and build a framework for innovation that will keep up with the pace of technological change?
In this webcast, we discuss:
How an effective portfolio management approach can aid business transformation initiatives
How to keep your initial efforts manageable to get quick results
How to manage change effectively and eliminate pit falls.
Register for this on-demand webcast and learn how IT can drive profitable growth.
To register, click here.
Jan
17
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Filed under: Info
Renewed vision and goals of our Web site. With this purpose we have taken some technical actions. As you know, this process of renewal will be a little slow because of my work intensity. Loss of data will keep the zero level. The renewal test studies have began. We will be with you with infrastructure updated, new competencies, and some minor interface changes soon.
Best Regards,
Celil Çiynekli
ISFrameworks.com/ITFrameworks Founder
PPMGunlugu.com/PPMDiary.com Founder
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(No Ratings Yet) Loading ...To grow profitably, a business must be able to react to new opportunities fast and create the right conditions for innovation. But a variety of external and internal factors can get in the way.
To succeed, organisations need to stay in control of change, quickly identifying and overcoming obstacles.
How can you exploit the full potential of IT to achieve this and build a framework for innovation that will keep up with the pace of technological change? In this webcast, we discuss:
- How an effective portfolio management approach can aid business transformation initiatives
- How to keep your initial efforts manageable to get quick results
- How to manage change effectively and eliminate pit falls.
Register for this on-demand webcast and learn how IT can drive profitable growth.
To register, click here.
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(No Ratings Yet) Loading ...Who is responsible for failed projects in your enterprise? I have found very few organizations with a ready answer to this allegedly simple question because it is anything but simple. At the risk of excusing a rampant lack of accountability, consider the following:
- Most organizations don’t even use the “f-word” and failure is not even in their vernacular, let alone something they track http://bit.ly/9K9MDQ
- Even if they use the f-word, I have found few organizations with a consistently applied definition of a “failed project”
- Given the numerous if not countless number of people involved in most projects, how can you assign singular responsibility if the effort fails?
I’ve broached the subject of project failure on numerous occasions. My latest foray into this unpopular topic is inspired by an @standishgroup tweet I received last week:
- 43% of IT executives believe the executive sponsor owns the responsibility of a failed project
There were a number of things about the tweet that instantly piqued my interest. The first aspect I found interesting was the use of the word “believe.” This implies the IT executives are of the opinion that the executive sponsor should be held responsible. The tweet does not answer the question of who is actually being held responsible. The second aspect was yet another implication: that these IT executives were being defensive and possibly deflecting the blame for failed projects. And the aspect I found most intriguing was, who do the other 57% believe is responsible?
I have personally experienced and continue to witness the finger-pointing between IT and the business when it comes to failed projects. I can still remember efforts to establish the convention of assigning both a business-sponsor as well as an IT-sponsor to every project. As soon as we overcame that hurdle we ran smack dab into the next challenge of determining who was in-charge when. When our attempts to identify the responsibility boundaries and demarcations devolved into an Abbott and Costello “Who’s on first?” routine, we settled on the shared co-responsibility approach. We soon found ourselves right back at the square-one finger-pointing issue that launched us on our responsibility assignment quest in the first place. My guess is that the Standish Group tweet is along these same lines.
So who is responsible for failed projects? Is it the executive business sponsor who identifies and articulates the need and oversees its delivery? Or is it the executive IT sponsor who validates feasibility and defines and executes the means by which the endeavor will be accomplished? My answer: neither.
Before I give you my rejoinder we need to first fix the question. The question should not be who is responsible. Check out Merriam-Webster’s definition(s) of the word:
Responsible:
1a: liable to be called on to answer
1b: liable to be called to account as the primary cause, motive, or agent
1c: liable to legal review or in case of fault to penalties
Projects fail for numerous reasons. How can one person be liable for the failure each and every time? The responsibility of the failure can only be determined in a post-mortem. The word that should be used in the question is accountable. Let’s look at Merriam-Webster’s definition:
Accountable:
1: subject to giving an account: answerable
I want to know who should be held accountable for a project failure. This is the person who is answerable independent of whomever or whatever is responsible for the failure. Though the executive business or IT sponsor could be responsible for the failure, I don’t necessarily hold them accountable. So who is accountable? The Executive Project and Portfolio Management (PPM) Steering Committee.
Recall their charter from one of my previous blog posts http://bit.ly/d68Ngz and the main activities associated with PPM (described in even more detail in another post http://bit.ly/9G1xzR):
- Should we? Is the investment in the best interest of realizing our strategy?
- Can we? Does our organization have the capacity and capability to undertake the investment?
- Are we? Once approved, are we making the progress required to realize the projected value of the investment?
- Did we? Once completed, did the investment deliver the expected value?
These are the questions that must be asked and answered by the PPM Executive Committee to ensure their portfolio of investments delivers appropriate value. This executive decision-making body decides if the effort should be approved in the first place. This group monitors project progress to ensure it is on track or if it needs fixing or killing. And this group is responsible for the benefits realization to determine if their other decisions were correct and achieved the desired outcome. I contend that if the project fails, then the PPM Executive Committee made an incorrect decision during the course of the project, and they should be held accountable.
If assigned accountability, this decision-making body will likely dig deep to determine responsibility for project failure. They will need to investigate the failure to determine:
- Why did we approve the failed effort in the first place?
- Why didn’t we fix or kill the project before it ended in failure?
- What can we learn from this failure to improve our ability to make the decisions required to decrease the potential of future project failure?
I guarantee if you hold these executives accountable for project failures, they will be thoughtful and thorough before they approve projects. They will stay involved during project execution to ensure they are progressing as planned and the projected value is still attainable. They will ensure benefits realization processes are in place to prove they made the right decisions and learn from their wrong decisions. They will accomplish each of these critical objectives by fostering and performing the rigorous investment governance that only Project and Portfolio Management can provide.
Executive ownership of project success accountability and sound PPM practices will eliminate the finger-pointing that too often results from failed projects. And the less time we spend pointing fingers, the more time we can devote to solving the epidemic of project failures.
Published: December 21 2010, 10:09 AM
by Steve Romero @ CA
Article source: CA ITGovernance Blog