Author: Tarryn-Leigh Frans

Project portfolio management (PPM) software allows the project community, including the executives and management within an organisation, the ability to maintain a centralised view of the portfolio, which assists in making key financial and business decisions for the projects. Most PPM software is designed to facilitate, support or enable existing project processes and knowledge, but … Continue reading "Taking on the PPM software myths, part five"

Many organisations today have some form of matrix organisational structure in place. A matrix organisation is one where functional leaders are responsible for more than one area, with their resources having a dotted line reporting to one or more project managers. The problem is, these environments often result in confusion for the team and frustration … Continue reading "Taking on the PPM software myths, part four"

One of the most common reasons for project failure is poor communication, making the elimination of this issue the number one reason for the implementation of Project Portfolio Management (PPM) software. Successful projects can attribute a sizable part of their success to good team collaboration, with all team members having being involved throughout the project. … Continue reading "Taking on the PPM software myths, part three"

Project Portfolio Management (PPM) software shakes most organisations to the core and its touch points spread throughout the enterprise, way beyond projects. You’ll find that areas including finance, marketing, human resources, senior management, business operations and other systems are also all impacted. These areas often provide input to the project environment and will more than … Continue reading "Taking on the PPM software myths, part two"

There are a number of reasons behind an organisation’s decision to implement Project Portfolio Management (PPM) software. Key motives include a clearer understanding of whether projects currently being executed are aligned to strategic objectives in terms of benefit realisation, assessing the prioritisation and sequencing of projects given the company’s capacity, and measuring health levels of … Continue reading "Taking on the PPM software myths, part one"

While effective people management has been cited as one of the key reasons for successful project delivery, the reality is that hostility among team members, conflicting goals, inconsistent performance and unclear expectations are all challenges that we, as project managers, face daily. Over the years, project managers have adopted numerous management techniques (some successful and … Continue reading "Exploring coaching in projects"