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Project Boards and Project Steering Groups: An Introduction

Rebel’s Guide to PM

They let you know whether you can go overspent or what risk mitigation actions are the right ones for this point in the project. Have as many layers as fits within your PMO methodology. It was a much smaller group, and focused on strategic decision making instead of day-to-day problem solving and risk management. Key decisions.

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Part II: A Simplified Approach to Determine IT Project Complexity

PM Times

It will discuss why the Core IT Complexity model is a good approach for most IT organizations and why it is important to determine project complexity as an ongoing and integral part of the Change Management and Risk Management process. It can also indicate potential risks to existing projects. Introduction. Kiridena, S. & Sense, A.,

2016 52
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Webinar Recap: Do You Know How to Recover a Project?

MPUG

I’m the director of the PMO, University of Washington. Bill Dow: I was at Microsoft for almost 14 years where I ran eight PMOs there. This year I was named one of the top 16 PMO leaders of the world, which is from the PMO Global Award, so was really exciting and hopefully you guys saw some of my presentations there.

PMO 52
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The Next Wave of Project Management: Planning Intelligence

LiquidPlanner

The technology provides insights into when a project is at risk and what resources or tasks represent impediments to delivering according to plan. See insights on time management, performance, and risks to the project schedule before they happen. . This type of technology allows you to identify and triage problems before they happen.

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A Real-World Success Story: New Zealand Government Improves Project Delivery

Planview

In 2008, New Zealand experienced a significant government shift in leadership. The newly-elected brought a greater focus on managing infrastructure and large project spend, that coincided with the growth of Portfolio Management Offices (PMOs). Slower projects are.