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    • Realizing the Full Potential of PPM – A Simple Approach Realizing the Full Potential of PPM – A Simple Approach Steve Romero, Romero Consulting Recorded: Mar 4 2015 2:00 am UTC 46 mins
    • A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

      One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

      This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.

      Read more >
    • Realizing the Full Potential of PPM – A Simple Approach Realizing the Full Potential of PPM – A Simple Approach Steve Romero, Romero Consulting Recorded: Mar 3 2015 7:00 pm UTC 46 mins
    • A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

      One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

      This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.

      Read more >
    • I Am Not an Accountant...! I Am Not an Accountant...! Barclay Rae, Owner, Barclay Rae Consulting Ltd Recorded: May 15 2013 7:00 pm UTC 42 mins
    • Most people in IT entered the profession due to their interest and proficiency in technology. Not yet many IT practitioners set out to be accountants or marketers – although we constantly send out messages that state the need for skills in these areas.

      There are more and more examples of accountants (or people from an accountancy, financial and other backgrounds) working in IT and there is a real need for commercial and financial skills and experience in this area.

      The changing role and position of technology, the growth of managed services and the emergence of SIAM (Service Integration and Management) are driving the need for a new set of capabilities and competencies in IT and the management of technology. Clearly this presents a number of challenges for IT organisations and professionals alike – many of whom do not see themselves as being ‘bean counters’ or accountants…

      This session examines the following:

      What are the new challenges for IT?
      What skills are needed?
      What roles and responsibilities are required?
      How can ‘traditional’ IT people and enterprise IT organisations adapt to meet these challenges?
      What does the IT industry and e.g. enterprise of the future look like?

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    • Moving ITSM from Process Driven to Service Driven Moving ITSM from Process Driven to Service Driven Robert Sterbens, Sr. Director of Product Marketing, Service Mgmt, CA Inc. Recorded: Dec 3 2009 6:00 pm UTC 40 mins
    • Despite best laid plans, IT often struggles to allocate resources and budget where the business most needs them. It’s not that IT lacks technical proficiency, far from it. Rather, years of acquiring and managing resources in technology silos has put IT at odds with what the business cared about – technology supporting business outcomes. Unless addressed, IT runs the risk of being perceived as a black-box cost center; one in which endless streams of investment flows and no tangible value is returned.

      Service Portfolio Management solutions helps IT organizations drive better decision making and align resources to where they deliver the most value. It does this by examining how the function, cost, quality and benefit of each business service (from inception to retirement) meet and supports key business objectives and outcomes.

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