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SPECIAL
ISSUE
Enterprise
Project Management: A Strategic View
-- Lewis R Ireland
Enterprise
Project Management (EPM) is a strategic approach to using
projects as building blocks to an organization's successful
business operations. EPM links projects to the organization's
vision, mission, goals, strategies, and programs. This linkage
aligns projects with the organization's overall purpose for
the best use of resources to grow and thrive in dynamic environments.
Less than full alignment of projects denies the organization
the opportunity to meet its full potential.
© Lewis R Ireland. All Rights Reserved.
SPECIAL
ISSUE
A
Methodology for Implementing an Enterprise Project Management
Environment
-- William S (Bill) Bates
Organizations
implementing Enterprise Project Management face considerable
shift in culture and modus operandi. Implementing EPM encompasses
review of organizational issues, existing systems and processes,
and staff competency required for the new project environment.
The methodology emphasizes on the implementation of project
management as a whole, apart from considering certain parts
of the organization for project implementation.
© 2004 IUP. All Rights Reserved.
SPECIAL
ISSUE
Leading
Change Towards Enterprise Project Management
-- Randall L Englund and Ralf Müller
Leading
change to realize the benefits of Enterprise Project Management
(EPM) comes to those who identify certain traits and patterns
of the "animals" in the political jungle that they and their
environment exhibit. A political plan helps to assess, conduct
stakeholder analysis and decide on proactive steps. Establishing
a project office and expanding its capabilities becomes a
pivotal role in making EPM happen. An effective change agent
does not become a victim, but rather embraces organizational
politics to achieve broader success.
© 2004 IUP. All Rights Reserved.
SPECIAL
ISSUE
Interpersonal
Communication: Key Competencies for Enterprise Project Management
-- Steven Flannes
Technology-based
advances in enterprise project management skills and competencies
are important but not sufficient for enterprise success. Project
managers must also develop specific competencies in the people
skills aspects of managing projects. This paper describes
two interpersonal communication skills that form the foundation
for a solid competency in the people skills aspects of enterprise
project management.
© 2004 IUP. All Rights Reserved.
SPECIAL
ISSUE
Meta
Enterprise Development Methodology
-- Charles W Butler and Gary L Richardson
In
order to provide consistent enterprise project management
for software development, the IT discipline needs an effective
development model that supports various methodologies such
as waterfall, structured, prototype, Rapid Application Development
(RAD), object, and agile system development life cycles. In
this article, Methodology Object Management (MoM) is introduced
as an emerging enterprise Meta methodology for software development
that provides company-wide management, execution, and control
for software projects.
© 2004 IUP. All Rights Reserved.
SPECIAL
ISSUE
The
Blind Watchman
-- David A Schmaltz
All
enterprises are unavoidably guided by "blind watchmen" and
the judgment of "lame watchmen". This has always been (and
always will be) the foundation upon which every enterprise-wide
project improvement succeeds or fails. Multiple-million dollar
project control initiatives will not resolve these infirmities.
This article explains how to leverage blind watchman and lame
watchman to improve enterprise-wide project execution.
© 2004 by David A Schmaltz. All Rights Reserved.
SPECIAL
ISSUE
Towards
an Integrated Approach for Corporate Project Selection Strategy
-- H Khamooshi
Based
on the results of the analysis in this paper and the points
raised in the literature one can argue that there is no unique,
no "the best" model to be used in project appraisal and selection.
Adopting a suitable approach and the relevant model depends
on the nature of the project, the nature of the investment
and the value system of the management of the organization.
Most of the surveys show that financial models are still being
used extensively for decision-making in project selection.
However, it has been shown that these models could and would
lead to confusion by giving contradictory answers and supporting
different options.
© 2004 IUP. All Rights Reserved.
SPECIAL
ISSUE
Project
Portfolio Management - Aligning for Success
-- Srinath Nagarajan
Project
portfolio management helps in prioritization of projects,
appropriate allocation of resources, better combination of
business and technology teams, provides a strategic view of
the projects and ensures that selected projects are in tune
with the business strategy. The article attempts to provide
a framework for implementing PPM in organizations, especially
the technology-oriented ones.
© Srinath Nagarajan. All Rights Reserved.
SPECIAL
ISSUE
EPM
in Video Game Development: Life amongst lindblomian cyborgs
-- Peter Zackariasson, Tomas Blomquist and Tim Wilson
The
development of a videogame is an artistic endeavor dependent
on a number of disciplines, and understanding the creative
nature of firms in this industry is tantamount to understanding
the "skunk works" of the aerospace industry. Empirical information
was collected as an ethnographic study of a game developer
with approximately seven years experience in producing videogames.
Our EPM observations at this particular firm, and gaming in
general, fit into three categoriespersonnel, which form the
foundation of capabilities, management of the primary development
project, and leadership.
© 2004 IUP. All Rights Reserved.
SPECIAL
ISSUE
How
To Change Project Culture Through Implementing A Pmo: A Real
Case Study
-- Alfonso Bucero
In
the "Project Business", the Project Manager must be focused
on managing customer expectations to get the things done.
To maintain this focus, he or she must be relieved of all
internal organizational concerns. The difficulties are greater
when a project culture does not exist in a "project delivery
organization" because in that case, the management team is
only concerned about numbers and results. This paper explains
how the project manager and his team are able to make things
happen through implementing a Project Office and how project
management skills can be used to lead cultural organizational
change.
© Alfonso Bucero. All Rights Reserved.
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