Archive for the ‘Project Management White Papers’ Category

White Paper on Project Performance Management

Saturday, September 24th, 2011

During the last 10 years Project and Portfolio Management (PPM) technology has greatly matured offering the desperately needed platform to facilitate the challenge of managing project information, improving collaboration among stakeholders and delivering critical status reports for multi-project environments. Like so many enterprise systems, PPM solutions are excellent at easily capturing the information needed.

Where these offerings vary is the effectiveness in extracting and communicating relevant project information to improve the decision making capabilities of project management practitioners. A solid PPM strategy understands the power of analytics and how it can be leveraged to not only track project progress, but more importantly track project performance.

In this paper, I will be exploring the importance of solid analytics in a PPM strategy that can take your organization to the next level by developing a performance management strategy that will impact your project’s success.
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White Paper on Business Process Benefits and ROI

Monday, September 5th, 2011

We published a white paper on a business process methodology called ABBER.  This second part of that white paper, focuses on how to calculate benefits and ROI on the project.  Click here to read more

White Paper – New Product Development Project Selection

Wednesday, August 10th, 2011

Effectively managing the people and the tasks responsible for pushing a project along the road to success requires a balanced approach. This balance between product viability and available resources can only be delivered through an all inclusive project and portfolio management framework. Read more…

White Paper on Business Process Methodology

Thursday, July 21st, 2011

This article will explain a newer approach to implementing a Business Process Management (BPM) solution, invented as an SDLC, by the author of this white paper. Which SDLC (Software Development Lifecycle) is the most suitable for effective implementation of a BPM solution?  How a BPM solution implemented with the right methodology can generate higher ROI (Return on Investment)?

The normal waterfall approach and agile methodology do not directly suit implementing a cutting edge BPM solution.  It demands a much more tailored SDLC. It is very important to understand, why BPM has a need to follow a separate SDLC. Let’s first understand why we term BPM as a separate discipline in the IT world.

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White Paper on a Project Disaster

Tuesday, June 28th, 2011

The Harmon Hotel was to change the Las Vegas skyline forever. The forty-nine story, elliptical masterpiece with a highly reflective exterior was designed by Norman Foster, renowned designer and owner of Lord Norman Foster & Partners.  The non-gaming boutique hotel was to be operated by Andrew Sasson’s The Light Group at CityCenter Las Vegas, right at the intersection of Las Vegas Boulevard and Harmon Avenue.  The 400 hotel rooms and 207 condominium residences located inside of the Harmon Hotel were to become a home-away-from-home for vacationers, a crash pad for celebrities, and a beloved abode for residents.  The building: one of the tallest Las Vegas had ever seen.

In 2008, however, work on the Harmon Hotel was stopped.  Inspectors had uncovered numerous construction defects including improper installation of critical steel reinforcements (also known as rebar) after fifteen stories of the Harmon had already been erected.  After investigation, it was found that Harmon’s third-party inspection firm, Monrovia, California-based Conserve Consultants, falsified sixty-two daily reports between March and July of 2008.  Other Harmon construction workers reportedly moved rebar without approval from the project’s structural engineer, Halcrow Yolles, which immediately broke the AEC chain of command.

This rebar installation error played a domino effect on the entire building process, requiring element upon element to be redesigned, modified and reconstructed.  The final consensus among designers, architects, engineers and general contractors was to reduce the Harmon Hotel from forty-nine stories to twenty-eight and completely remove the condominium portion.

To read more, click here