Business Transformation Requires Transformational Leaders
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Insight
Many companies concentrate their management efforts on executing individual projects but fail to give the same attention to the project portfolio itself. The result is suboptimal performance and returns for the portfolio as a whole. Project portfolio management (PPM) attempts to rectify this situation by ensuring that:
Article
What Is CRAMM?
Nicholas Carr's article, "IT Doesn't Matter," in the May 2003 issue of the Harvard Business Review, continues to generate a lot of heated discussion because of its thesis, which basically proposes that information technology is becoming so commonplace that it really doesn't offer companies much strategic advantage. Carr covered a number of issues associated with the commoditization of IT, but the following quote gives a pretty good idea of where he is coming from:
For more on managing IT innovation, see the May 2003 issue of Cutter Benchmark Review, available from Cutter Consortium's Bookstore, at +1 781 641 9876, fax +1 781 648 1950, or e-mail service@cutter.com.
There are three major forces driving the need for a new paradigm of project management.
Driving force 1: a power shift. The use and abuse of expert power by people in IT has resulted in a major shift of the control within the industry back into the business areas. In most organizations, there has been a dramatic increase in the amount of business experts' involvement and ownership in the project development process and its management.