I read Stephen Covey’s “7 Habits” when it came out in the 90s and found the Urgent/Important Matrix very useful when dealing with competing priorities. I drew the matrix on a piece of paper and pinned it to the board in my cubicle. After a while my colleagues and boss got used to my pointing… Continue reading Working out what to do next
When you notice that similar projects are going off the rails again and again you start to wonder what you are doing wrong. They all kick off bravely with high ideals and achievable outcomes. The business drivers are laudable (praiseworthy even) and the KPIs are set. But something always seems to go awry. Any time… Continue reading Why project portfolio management software implementations struggle to deliver – Is it a 3 legged stool with 2 wonky legs?
Twenty-First Century project portfolio management (PPM) software is highly configurable. It’s what we expect, particularly from commercial off-the-shelf (COTS) solutions. It’s a selling point. It’s also a great example of “careful what you ask for”, because you just might get it. When selecting a software solution you need to be able to tailor that solution… Continue reading Caught in the Configurability Conundrum
Maturity is a concept I refer to frequently in setting expectations with my clients about what they can expect to achieve from a project management software solution. But I’m careful in using the actual word because it means different things to different clients. In The Four Levels of Project Success outlined on the ProjectSmart.co.uk website a… Continue reading Project Management Maturity – All or nothing?
Clare Gallagher 