In large organizations with multiple diversified resources and multiple projects running in parallel, managing resources can be problematic. With no framework, resources can become overloaded and stop...

In a great number of modern companies, especially large enterprises, running multiple projects simultaneously is an ordinary practice and a part of their business strategy. However, managing such a bi...

Managing a large portfolio of projects without the right structures and methodologies in your arsenal can be a big challenge. It’s not uncommon to see company resources overloaded, lead times increasi...

Project portfolio management (PPM) has developed significantly over the past few years and is expected to evolve even faster in the years ahead. What can portfolio managers expect in the near future? ...

A project can sit comfortably under budget while its delivery forecast quietly erodes its commercial value. When a shared specialist becomes the queue every project waits on, completion dates slip. If...

Imagine the situation: you have three projects that are looking suspiciously perfectly green on paper, but still, somehow, form an impossible portfolio. All three projects are on schedule. Still, all ...

Primavera P6 vs MS Project is often reduced to a question of project size. That misses the decisions that actually determine a good fit: who owns the schedule, how many people must work in it, what th...

Planview Portfolios is a strong starting point when your hardest problem is connecting strategy, investments, capacity and delivery across an enterprise. Planisware Enterprise is a strong starting poi...

Most portfolio dashboards answer only “what is happening,” cluttering screens with historical actuals and lagging KPIs. But static visibility alone does not show leaders where intervention can still c...

Schedule variance is a specific project management metric that quantifies project progress by subtracting planned value (PV) from earned value (EV) at a reporting cutoff date. If you get a negative re...

Managing a delivery project pipeline is rarely a tracking problem; it is a decision-latency problem. Treat it as a static status report and new initiatives will almost immediately overload active comm...

Project cost management (PCM) is the discipline of planning how costs are governed, estimating required resources and money, approving and time-phasing a budget, measuring actual cost and progress, fo...