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Making Effective Business Decisions Using Microsoft Project by Mark Dochtermann, Tim Runcie, Advisicon

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CHAPTER 8

EFFECTIVE TRANSITION OF STRATEGY AND EXECUTION: PROGRAM MANAGEMENT USING MICROSOFT PROJECT SERVER 2010

IN THIS CHAPTER

In this chapter, we discuss the importance of integrating strategy with the practical needs of execution in a project portfolio management (PPM) implementation. The needs of an organization's solutions or products being managed can put a strain on how the project is managed, yet what does Project Server 2010 do to help ensure good visibility, accountability and quick drilldown capabilities in this world of time-to-market driven corporate goals?

What You Will Learn

  • The challenges and how a project management office can address them
  • How to managing information for project success
  • How to leveraging collaboration for program success
  • Workflows for supporting project lifecycle management (PLM)
  • How to incorporate issues, Risks, and deliverables with PPM
  • Graphical (static and drilldown) capabilities enabled in PPM 2010

A project management office (PMO) rarely achieves its full potential. Project managers find themselves short on resources and budget or incapable of delivering projects on time. Without visibility into business goals, the PMO is unable to align project priorities with the long-term strategic requirements of the enterprise. Some PMOs even fall short of their initial promise to define and standardize processes and practices, which makes it difficult to leverage institutional knowledge or to reduce the effects of common operational challenges. We ...

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