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CIO Decisions Ezine: Vol. 8 - The Portfolio Approach

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Selecting, managing, and tracking IT projects for superior service delivery

Regardless of industry, number of users, revenue, or budget, IT leaders at companies of all stripes are seeking out more efficient operational procedures in order be more agile, provide better service at better cost, and properly allocate resources in order to support larger corporate initiatives. 

Yet, there is no single proven project methodology or PPM software solution that is a cure-all for everyone’s challenges – and it’s because everyone approaches IT project management differently. 

Some CIOs are looking to establish accountability across disparate project teams; others are prioritizing and balancing their project portfolio with the goal of measuring IT’s value to the business; and others still are seeking the ability to automate processes, allow for lean methodology support, and enable business consequence modeling or real-time reporting. 

And it’s for this reason that the editorial team at SearchCIO.com has established this comprehensive guide to project and portfolio management for the IT leaders of today. 

Download your copy today to find out how to:

  • Establish both long- and short-term goals with regard to strategy
  • Research the methodologies that best fit your organization
  • Purchase the tools that will help you meet enterprise goals

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    In spirit, both traditional and agile project delivery embody similar principles and practices that aim to deliver measurable results. Traditional project delivery can be described as a “waterfall” approach, which presumes that the requirements, expectations, duration, activities and outcomes of projects can be predicted accurately and planned in a sequence before any actual development activity takes place. As a result, in actual practice, the following factors generally are significant limitations of traditional project delivery:Clients typically have difficulty in articulating all project requirements at the front end.The ultimate goal is to produce a comprehensive requirements document for sign-off by the users/customers before development can occur.According to Sanjiv Augustine, agile project delivery “is a way of managing projects to deliver customer value via adaptive planning, rapid feedback, continuous improvement and intense human interaction and collaboration” (16). Delivering “customer value” is a key aspect of agile project delivery. Agile project management is conducted through the collaboration of a small, co-located team that usually consists of the customer/end user, a project manager, a business analyst (or the role of business analysis) and specialist(s). Specialists could include system developers, subject matter experts, IT architect and/or the sole person with specific knowledge or expertise who understands how all the project pieces fit togethe

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    By contrast to their importance, IT projects have an unfortunate reputation among the public at large for performance. Personal experiences – of the “I’m sorry I can’t help you, the computer’s down” variety – have been exacerbated by sensationalist journalism based on some very large and expensive failures. The US-based Standish Group’s 1995 CHAOS Report reinforced the view that project performance deficit is widespread, cost and schedule overruns high, and scope delivered low.

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