Whitepaper

White Paper 8: Intelligent IT Cost Reduction

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This paper is based on many years of experience running and supporting IT cost reduction programmes for major UK organisations. Our focus is not on the arcane theory of cost reduction but the pragmatic, down to earth, ‘how to’ deliver results and, in particular, how to avoid the many pitfalls that exist in this type of (highly challenging) work. It won’t guarantee success but it should greatly reduce the risk of failure.
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White Paper 7: Intelligent Project Prioritisation

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To prioritise in an intelligent fashion rather than ‘who shouts loudest’, you need to develop a ‘balanced portfolio’ of projects that will typically be a mandatory and discretionary mix, including ‘star prizes’ (high payback and low risk), ‘early prizes’ (fast payback but typically high risk), ‘easy prizes’ (low risk but typically low payback) and ‘hard prizes’ (high payback but typically high risk).
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White Paper 6: Programme Management – taking the Captain’s view

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Managing a programme of many inter-dependent projects can sometimes resemble a busy shipping lane. The Captain needs to know that every part of the ship is working correctly (the engine room, the restaurants, customer relations, cleaning, entertainment, land trips and so on) and has officers who are responsible for each aspect to ensure its safe passage through the channel.
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White Paper 5: P3O and PM3

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Without the tool to support P3O, the business case becomes harder to justify to senior management. The other real benefit of a tool like PM3 is that it helps drive the organisational change that is required to implement P3O. For example, if PM3 is implemented and configured to an organisation’s P3O requirements then project team members, managers and senior stakeholders are ‘encouraged’ to follow the process.
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White Paper 4: Project Outcomes – When success means failure

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Ask almost any Project Manager for his or her definition of a ‘successful project’ and you will hear a reply that sounds something like, ‘It’s a success if I deliver the agreed project outputs to budget, schedule and quality needs.’ Indeed the Standish Group, whose principal role is to track project successes and failures, defines as ‘an unqualified project success’ a project that has delivered its key outputs within 10% of budget, schedule and quality needs. So even coming within 10% is an ‘unqualified success’.
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White Paper 3: Establishing the Portfolio Management Office

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PMOs have traditionally been perceived as a policing or admin function. Many organisations are now elevating the PMO in terms of importance. Organisations are doing this by establishing the PMO as the ‘centre of excellence’ for portfolio management. In other words, what started as the Project Management Office and morphed into the Programme Management Office needs to move one step further up the PPM (Project Portfolio Management) value chain.
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White Paper 2: How to select the right PPM tool

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We have seen many examples of PPM solutions delivering real business benefits to organisations. However, there are also many examples of expensive PPM solutions being heroic failures costing millions and used as a glorified timesheet or planning system. If you follow the seven steps described in this white paper then you would be on the right path to deliver real business value for your PPM project.
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White Paper 1: Agile – Balancing development agility with management control

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Agile development has been around for a while now and has been gaining in popularity amongst development teams. There are a number of misconceptions, however, with how to manage an agile project. One misconception is that project management techniques are not relevant in an Agile world. Agile developments which are more fluid than traditional waterfall methods need careful project management not careless project management.

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