Archive for 2013

Vision in action

Sponsoring change – Vision into Action

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A guest blog post from Laurence Davidson managing director at Complex to Simple.  The CEO of a national organisation recently told me that he had “spelled out his vision for the next five years” to his entire staff.  He had just delivered a one-off presentation in which he talked through forty-five PowerPoint slides. “The whole […]

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P in PMO

Prioritisation: Putting the ‘P’ back in ‘PMO’

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Whenever I talk with people who work in project and programme offices these days they seem to be getting increasingly frustrated with having to constantly justify their existence. “Senior Management just doesn’t get it” is a common view, “they think we’re just here to produce pretty reports and chase people for information”. One client even […]

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Timesheets

Why timesheets are good for you!

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Timesheet management is one of those emotive topics that can bring out some extreme reactions. Those in the professional services community, either consultants or system integrators, have no real issue with filling in a weekly timesheet. The reason? Timesheets have to be done in order for a bill to be produced. In these organisations, if […]

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Project Contingency

How to manage project contingency

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The first question to agree on is whether to have any contingency in a project estimate. Some organisations refuse to countenance contingency and just want an ‘accurate estimate’ on the project cost and timeline. This really is a silly notion as you cannot possibly estimate correctly at the start of any sizeable project what the […]

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The Value of the PMO

The Value of a PMO

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I was contacted recently by a client who had just resigned as PMO lead because he had no sponsorship from the IT leadership team. My initial reaction was surprise that a PMO for a relatively large organisation was not considered valuable. However, after some reflection and a brief conversation, I realised that the PMO in […]

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Resource Management

Why Resource Management (PPM) can save a lot of money!

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I was working at a new client the other day and we talked about their pipeline of project work. One of their biggest issues is that projects are initiated without any real idea whether they can be fully resourced. Of course, if the project has a good enough business case you can go to the […]

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PM3

Press Release: Bestoutcome announces Version 8.2 to flagship solution, PM3

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Introducing a new Programme and Project Gateways functionality in v8.2 making it even easier for users to track and realign activity to achieve desired business outcomes London, 8 July 2013 – Bestoutcome, the leading consultancy specialising in outcome-driven project management, has today announced a series of significant enhancements to the functionality of its software solution, […]

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timesheet analysis

A Framework for Change

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A guest blog post from Robert Cole managing director at Centre for Change Management Doing change is hard; doing successful change is very hard. We know this because numerous surveys  show that all types of organisations have recognised the change problem and the majority claim that unsuccessful change happens more than half of the time. […]

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PM3time

Press Release: Medical Research Network selects pm3time from Bestoutcome for time management

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Web-based application will measure resource utilisation and skills requirements London, 15 July 2013 – Bestoutcome, the leading consultancy specialising in outcome-driven project management, announced today that pm3time, its web-based timesheet application, has been selected by the Medical Research Network (MRN). The clinical trial support organisation will be using pm3time across the majority of the organisation […]

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Small is beautiful illustration

PPM – small is beautiful

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The phrase ‘small is beautiful’ may have been coined by the economist Schumacher but it can easily be applied to the world of project and portfolio management. It always surprises me how many organisations have a PPM tool in place yet struggle to extract even the most rudimentary of portfolio reports. As a result, they […]

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