Tuesday, February 19, 2008

M+A Integration Requires Technology Marriage

Here's some perspective on the Microsoft / Yahoo marriage. The integration of their cultures will be daunting. However, blending their technologies is likely to generate the most contention. This could be interesting to watch, if acquisition is consummated. Can the best of both companies survive? ...

... "A smooth integration also will not be a matter of simply swapping one set of software or hardware for another - though that is a daunting part of the task. It may hinge on changing deep-seated mindsets. " ...


Via New York Times: Merger View:

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Wednesday, January 09, 2008

Information On-Demand, a Long Term Perspective

IBM's executive, Ambuj Goyal, provides insights into IBM's long-term plan for the concept of information on-demand. IBM is assembling the pieces of its strategy, including its acquisition of Cognos, to enable the use of information to optimize the enterprise. ...

... "But the journey of optimization has just begun. It will take us in ways we don't understand, even today. We are going after information on demand in real time. " ...


Via InfoWorld: Information on Demand

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Monday, September 17, 2007

Another EVM-related acquisition

In recent years, many companies involved with Earned Value Management (EVM) have been the target of mergers and acquisitions. This trend continues with SM&A's announced acquisition of Performance Management Associates. PMA has provided top-quality PM training for many years. (I know because PMA is where I received my initial EVM training. I still have the course material on my bookshelf.)

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Saturday, August 11, 2007

EVM not serving its intended function at U.S. DoD

A recent article in InsideDefense titled "Pentagon to Take New Steps to Combat Major Cost, Schedule Problems" describes strong warnings issued by top DoD officials. Kenneth Krieg, who stepped down July 20 as Under Secretary of Defense for Acquisition, Technology and Logistics (USD-AT&L), issued a July 3 memo stating...
Several unfavorable findings from recent audits indicate that earned-value management (EVM) is not serving its intended function in the internal control process,
DOD components are due to update John Young, acting USD-AT&L by early October on "efforts to underscore the rules and get better results," according to InsideDefense. "Young announced in a July 30 letter that the military departments will be compelled to immediately form powerful Configuration Steering Boards (CSBs) for every major program in development."

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Thursday, April 26, 2007

Project Business Case: Watch List

Feds make progress in managing down project gaps as watch list volume decreases. ...

... "The management watch list highlights weak business cases for hundreds of government IT projects. The projects are considered at risk because of deficient acquisition strategies, poor data security measures or flawed design plans. " ...


Via Federal Times: Project Business Case and Watch List

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Friday, March 16, 2007

Visualization and Analytics: Web 2.0

Google visualization tool
Check out Gapminder's visualization tool, now owned by Google. See link for time-delay view of country life expectancy and Per Capita income. Press play button to repeat visualization. ...

... "Gapminder's Trendalyzer software unveils the beauty of statistics by converting boring numbers into enjoyable interactive animations. We believe that Google's acquisition of Trendalyzer will speed up the achievement of this noble goal. " ...


Via Gapminder: Analysis Software

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Sunday, March 04, 2007

IT Project: Cutover Preparation

USAirways plans IT reservation systems cutover and emphasizes preparation for this major IT project
Mergers and acquisitions are common in today's markets. These corporate marriages often come with consolidation and integration. Eventually, information systems are consolidated. When systems touch customers, our risk antennae should perk up and we should prepare to minimize business impact. Preparation includes planning, temporary resources, a command center, practice through rehearsing, etc. Read about USAirways post-acquisition preparation for cutover to its common reservation system. ...

... "US Airways has been prepping for the mammoth IT project since the America West-US Airways merger closed in September 2005. " ...


Via Arizona Republic: US Airways IT Integration

Update: Via Bloomberg: USAirways Cutover Issues: "US Airways' kiosks at Charlotte and four regional hubs couldn't communicate with the reservation network for several hours after the systems were unified ... "

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Wednesday, August 09, 2006

IT Purchasing Standard: A New Tool for Project Managers

As reported in Computerworld, the Software Engineering Institute (SEI) issued a preliminary report on IT best practices on acquiring hardware, software and services, covering the entire procurement process.

This will extend SEI's Capability Maturity Model Integration (CMMI) as a new global standard for IT acquisition. The effort is being backed by GM and the U.S. Department of Defense, who will be piloting the standard.

The Computerworld article (link below) includes a link to the SEI preliminary report. It'll be interesting to see how this integrates with project management methodologies and PMI processes. It should be a welcome addition to the project management toolset.

GM backs IT purchasing standards

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Monday, August 07, 2006

IT Project: Government Service Contracts ...

Millenia: Government contract for IT projects ...
Government agencies are leveraging special contracts to support complex and large-scale IT projects. Improvements to the contracting process are underway. ...

... "Millennia and Lite are indefinite-delivery, indefinite-quantity (IDIQ), governmentwide acquisition (GWAC) contracts for IT projects requiring large-system integration and development. " ...

Via GCN: Millennia and Millennia Lite: The Zen of service contracting ...

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Tuesday, July 25, 2006

Project Management Lessons From the Other Napoleon (Hill)

I've written plenty about project management lessons from Napoleon Bonaparte. But there's another Napoleon with equally valuable lessons---Napoleon Hill, author of Think and Grow Rich.

For those not familiar with Napoleon Hill (who, ironically, also found inspiration from Napoleon Bonaparte), he wrote Think and Grow Rich in 1937 after spending years of research on the habits of rich and successful men at the request of Andrew Carnegie. For his book, Hill interviewed some of the most famous achievers in history, such as Thomas Edison, John Wanamaker, Charles Schwab, Henry Ford, Woodrow Wilson, FDR, and others.

From the book, here's how Napoleon Hill describes the way to go from desire to riches (by substituting the word "money" with "objectives," we can apply the same lessons to successful project management). My comments are in brackets.
  1. Fix in your mind the exact amount of money [exact objectives] you desire. It is not sufficient merely to say, "I want plenty of money." Be definite as to the amount [Same with objectives. Be specific].
  2. Determine exactly what you intend to give [committments] in return for the money [objectives] you desire.
  3. Establish a definite date when you intend to possess the money [objectives] you desire.
  4. Create a definite plan for carrying out your desire, and begin at once, whether you are ready or not, to put the plan into action.
  5. Write out a clear, concise statement of the amount of money [scope and objectives] you intend to acquire. Name the time limit for its acquisition. State what you intend to give in return for the money, and describe clearly the plan through which you intend to accumulate it.
  6. Read your written statement aloud, twice daily, once just before retiring at night, and once after rising in the morning. As you read, see and feel and believe yourself already in possession of the money [objectives].

Hill once said, "A goal is a dream with a deadline." He knew the importance of setting target dates and looking at a concise statement of your goals and committments daily. This can be likened to a scope statement and milestones list, which should be read regularly and not stuffed in a folder.

He also discovered the power of positive thinking, what one might refer to as "thinking the future into existence" (hence the title THINK and Grow Rich). He found that, just by thinking of your goal regularly, you attract that which you need to achieve it.

In all, the book offers 13 steps to achieving your desire, be it money or anything else. It should be noted that the book is not just about acheiving money and gets into metaphysics, etc. as well. There's a reason why it has sold 15 million copies to date (the best selling self-help book of all time).

I highly recommend the book to anyone who is trying to achieve a goal, which should be everyone, and CERTAINLY should be every project manager.

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Wednesday, June 14, 2006

ITIL Service Desk Software: Market Consolidation ...

ITIL service desk market trend is toward consolidation ...
Mercury acquires ITIL service desk software vendor to improve the depth of its offering. Rapid integration of this acquisition should position Mercury as a viable competitor in the service desk space with its suite approach to IT service and portfolio management. ...

... "The acquired offering is an advanced set of ITIL-based technologies that help enable companies to take a business-centric approach to managing an enterprise service desk with low total cost of ownership. This technology provides advanced out-of-the-box ITIL-based capabilities in incident management, problem resolution, configuration management, change management and release management, along with robust functionality in asset and inventory management. Mercury provides this technology as part of its Mercury Service Desk product, which is available as a strategic part of the Mercury BTO Enterprise and part of the Mercury Application Change Lifecycle solution. Mercury plans to further incorporate this technology to expand its set of ITSM offerings within the Mercury BTO Enterprise. " ...

ITIL Service Desk Software: Market Consolidation: Via Mercury Interactive: Mercury Accelerates BTO Strategy For IT Service Management With Strategic Acquisitions ...

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Tuesday, May 02, 2006

Business Reengineering: Motivate through Recognition ...

Motivate employees through recognizing performance, even during challenges such as difficult reengineering projects ...
Need to motivate people during a challenging reengineering effort? Understand your context and adapt your recognition techniques. Bob Nelson offers guidance. ...

... "Has there been a merger, acquisition, or down-sizing? Is any business-process reengineering occurring? All these factors can hamper the reception of recognition in your organization. " ...

Business Reengineering: Motivate through Recognition: Via The Business Journal of Phoenix: Return on People: Avoiding Motivational Sabotage ...

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Thursday, April 27, 2006

Project 2007 Templates: Various Scenarios ...

Project 2007 will expand its repertoire of templates, to include scenarios such as Six Sigma DMAIC, new product development, merger and acquisition (M+A) evaluations, etc. ...

... "In Project 2007, we have added about 25 new templates to cover additional project scenarios. Each template suggests milestones, dependencies, and generic resources to give you a starting point. Obviously, you may change the proposed work breakdown structure to fit your needs. " ...

Project 2007 Templates: Various Scenarios: Via MSDN: Microsoft Office Project 2007 : New Templates in Project 2007 ...

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Tuesday, March 28, 2006

Software Projects Doomed From the Start; Blame the Stakeholders

OK, maybe this doesn't top the skateboarding dog (see yesterday's post), but here's an extremely compelling article from the Defense Acquisition University (DAU) on why most software projects are doomed to failure.

Thanks to PMForum for posting this in their news section.

The article states that most software projects come nowhere near their original baselines (although they may come closer to approved revised baselines). It says that stakeholders and the organizational environment, more so than lack of project management skills, bear much of the blame. Here's a quote:
"No amount of training in the technical skills of program management will overcome the simple truth that, as a PM, you cannot make people do what you need them to do. This is the root cause of many software-intensive program failures. Stakeholders often cannot agree on priorities, refuse to standardize business practices, take off on their own proprietary solutions, or simply refuse to participate in the program."
The article also says that the original plans are usually unrealistic to begin with, and underestimate the organizational challenges. It says we make matters worse by holding project managers accountable without giving them the necessary support to be successful.
"... Most expectations of contemporary programs are unrealistic. The cruel reality is that we train PMs and drop them in an organizational 'shark tank' that opposes many of the principles they have just absorbed in their training. Program managers often find themselves in a superfluous role, accountable, yet powerless. "
The article proposes a system of observing stakeholder behavior and rewarding and discouraging behavior as appropriate. Of course, an organization must recognize the problem and commit to doing something about it.

Senior leadership must be actively involved in fostering the changed behaviors. Otherwise, software projects will continue to be underestimated and mired in conflict, despite the best training, the best EPM tools, and the best processes.

I highly recommend reading the full article, "Irreducible Truths of Software-Intensive Program Management", by David Cottengim.

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: MOST SOFTWARE PROJECTS ARE DOOMED TO FAILURE ACCORDING TO PENTAGON PAPER

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Thursday, March 02, 2006

PLM Market Consolidation: Formation Systems, Now MatrixOne ...

Consolidation in the product lifecycle management PLM software market... Formation Systems. Now, MatrixOne. What's UGS' next move?

... "Dassault Systèmes, a world leader in 3D and Product Lifecycle Management (PLM) solutions, and MatrixOne, Inc., a leading provider of collaborative PLM solutions for the value chain, jointly announced a merger agreement pursuant to which Dassault Systèmes would acquire MatrixOne for $7.25 per share in cash, representing a total transaction value of approximately $408 million. The proposed acquisition, which has been approved by both companies' Boards of Directors, is expected to be completed by the end of the 2006 second quarter, subject to customary closing conditions, including approvals by MatrixOne's shareholders and regulatory authorities." ...

PLM Market Consolidation: Formation Systems, Now MatrixOne: Via MatrixOne: Dassault Systèmes to acquire MatrixOne ...

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Monday, February 27, 2006

HP: Service Desk Asset Management Integration ...

On the heels of the acquisition, HP wastes no time in making progress on the Peregrine acquisition by integrating the Service Desk and Asset Management capabilities. Kudos to them. ...

... "Less than three months after closing the acquisition, HP has combined HP OpenView Service Desk and Peregrine's AssetCenter to provide customers with greater insight and control over their IT assets. ... Asset management enhances a chief information officer's ability to run IT as a service delivery business and to flip the ratio of IT spending between maintenance and innovation. "


HP: Service Desk Asset Management Integration: Via HP: HP Announces First Milestone in Peregrine Software Integration

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Sunday, January 08, 2006

PMO Project Office: Whirlpool Maytag Integration ...

Whirlpool makes leadership moves to support the integration of the planned Maytag acquisition in a controlled and disciplined manner through a project management office, or PMO. Appointed execs bring strong credentials to their new leadership roles. ...

... "Whirlpool Corporation announced the appointment of Ted Dosch, currently corporate vice president and controller, to corporate vice president, finance, Project Management Office, which manages the planning and integration of the anticipated Maytag acquisition. Larry Venturelli, currently vice president, Investor Relations, will succeed Dosch as vice president and controller. These moves are effective immediately. ... In his new role, Dosch will lead the planning and integration of all financial processes and internal controls associated with the anticipated Maytag acquisition. Venturelli will assume the controller responsibilities and continue to provide leadership to the Investor Relations activities on an interim basis. A successor to Venturelli will be named at a later date. Both Dosch and Venturelli will continue reporting to Templin. " ...

PMO Project Office: Whirlpool Maytag Integration: Via Whirlpool: Whirlpool Names Dosch and Venturelli to New Leadership Roles ...

Maytag repairman becomes part of the Whirpool PMO project management office to accelerate the acquisition in a disciplined manner ...

Whirlpool Corporation is a global manufacturer and marketer of major home appliances, with annual sales of more than $13 billion, 68,000 employees, and nearly 50 manufacturing and technology research centers around the globe. The company markets Whirlpool, KitchenAid, Brastemp, Bauknecht, Consul and other major brand names to consumers in more than 170 countries.

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Wednesday, December 28, 2005

SOX 404 Solution: IT Controls Automation

New software release incorporates controls automation, testing, and reporting in a comprehensive library of business processes. ...

... "With the new release, MetricStream Design now enables users to identify any control as a process-level application control or a process-level general IT control or a process-level manual control. In addition, MetricStream Design now enables users to capture general IT controls by defining IT as a separate function with various processes such as acquisition, change management, service level monitoring, security, incident management etc and enabling customers to easily comply with COBIT, ISO17799 and ITIL standards. MetricStream Assess now provides a framework that automates the testing of process level application controls and reports the results for the entire test - including manual and application controls, in an integrated manner and also provides an out-of-the-box library containing more than 1500 tests for automating the testing of application level controls in general ledger, procure-to-pay, order-to-cash, inventory / cost Accounting, asset management and payroll processes. " ...

SOX 404 Solution: IT Controls Automation: Via MetricStream: MetricStream adds full support for IT Controls and Automation of Application Control Testing in its SOx 404 Solution ...

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Saturday, November 26, 2005

The Ideal Project Manager Doesn't Exist

Here's a great article from NASA's ASK (Academy Sharing Knowledge) site. Owen Gadeken from the Defense Acquisition University talks about his research project to find the ideal project manager.

After examining many project managers, including two seasoned brigadier generals that had nothing in common except a successful track record, he came to the conclusion that there's no such thing as an ideal project manager.

Project managers, like projects and organizations, come in many styles, and no one style stood out as "the correct way." The only two things that all successful project managers seemed to have in common were personal credibility and a results focus.

Here's the full article...

NASA - In Search of the Ideal Project Manager

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Thursday, November 10, 2005

Project Management News; Mercury Future Uncertain

Check out the latest article in IT Toolbox on how things are going with Merury Interactive, since their CEO resigned. As reported in the article, Mercury will try to avoid a NASDAQ delisting when it meets with the organization on November 15th. But still, it's stock has plummeted, and the company is now ripe for acquisition.

PM News: Mercury Falling?

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Wednesday, November 02, 2005

An EPM and IT Governance Giant is in Trouble; Mercury Interactive CEO and CFO Resign

Amid a corporate scandal, Mercury's CEO, Amnon Landan, and its CFO, Douglas Smith, resigned after a special committee found that they benefited from an options pricing practice installed at Mercury.

Their stock fell considerably, and some are speculating that it could make Mercury an acquisition target. Mercury is the corporation behind Mercury ITG, an EPM and IT Governance suite purchased from Kintana.

Here's the story from TheStreetcom...

Mercury Interactive CEO, CFO Resign

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Sunday, October 23, 2005

Project Management: Spiral Development Definition

Project Management: Spiral Development Definition: Via Federal Financial Institutions Examination Council: Development and Acquisition Glossary: Spiral Development Definition ...

... "Spiral Development: An iterative project management model that focuses on the identification of project and product risks and the selection of project management techniques that best control the identified risks. " ...

Additional spiral project management references:
Spiral Development: The spiral model encompasses features of the phased life cycle as well as the prototype life cycle. However, unlike those life cycles, the spiral model uses risk analysis as one of its elements. ...

System Life Cycle (SLC) is defined as a structured development approach with defined activities, phases, products, and reviews that provide a standard to support the development of systems from identification through implementation, operation, maintenance, and eventual retirement. The systems life cycle process is a basic requirement for systems development. There are a variety of life cycle models, such as: waterfall, spiral, evolutionary, decomposition (or stepwise refinement), and formal transformation. The choice among the models is made based on the specific project. ...

SDLC Process: Discusses the application of software assurance best practices in the context of various SDLC methodologies, including RUP, XP, Agile, Waterfall, and the Spiral Model. ...

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Saturday, October 08, 2005

OMB EVM Rules: Software Supports Capital Project Oversight ...

Software enables compliance with OMB earned value management EVM rules, which supports better oversight of capital projects ....

OMB EVM Rules: Software Supports Capital Project Oversight: Via xpdoffice - A Division of SSSI - Offering Web-Based Timesheet and Project Management Software

... "xpdient, Inc., a division of Scientific Systems and Software International (SSSI), announced the release of a new module of its successful xpdoffice solution to address new Earned Value Management (EVM) rules propagated by the federal government's Office of Management and Budget (OMB) via circular A-11, Part 7, titled Planning, Budgeting, Acquisition, and Management of Capital Assets. The release occurs as OMB officials are becoming increasingly persistent in urging agencies and agency contractors to adopt EVM oversight of major capital projects.

Becoming effective in the near future, rule changes to the Federal Acquisition Regulations will standardize EVM execution and use for all major federal government acquisitions, including information technology services. Widely used in commercial markets, earned value management is a standard way to measure a project's progress, forecast its completion date and final cost, and provide schedule and budget variances along the way. By integrating these capabilities, xpdoffice provides consistent indicators enabling project evaluation and comparison. " ...


xpdoffice is a web based Business Automation Software (BAS) solution that streamlines enterprise management and delivers improved project financial reporting. xpdoffice modules include HR, Contracts Administration, Time Management, Document Management, Knowledge Management, Purchase and Inventory, Project Management, and Expense Management.

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Monday, October 03, 2005

Seamless Project Management System: Enables Accelerated Drug Development Process

Seamless Project Management System: Enables Accelerated Drug Development Process: Via Aptuit: Aptuit Vaults to Sector Leadership, Unveils New Global Management Team ...

Aptuit assembles leadership team, integrates acquisition(s), and builds foundation of project management process and system technology to accelerate the drug development lifecycle. ...

... "The new management team will guide Aptuit’s staff of nearly 2,000 people, a workforce composed of highly experienced professionals who will spearhead resources from seven global facilities that generated total revenues of over $200 million and served over 250 clients in the last year. Additionally, the management team will oversee the industry’s first seamless IT system that enables end-to-end customer-accessible project management and test data. " ...

Accelerate the drug development process: leverage seamless project management system with customers ...

Aptuit, Inc. is an emerging company focused on streamlining and supporting the drug development process for biotechnology and pharmaceutical innovators. The company was founded by a group of industry experts with extensive market experience who have a track record of building a similar, highly successful company through acquisitions and investment. Aptuit will provide a comprehensive suite of product development services and competencies to biotechnology companies and large, fully integrated pharmaceutical companies worldwide. Aptuit’s mission is to engineer a better drug development process, and is partnered with Welsh, Carson, Anderson & Stowe, one of the world’s largest private equity investors.

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Wednesday, September 14, 2005

Microsoft IT Governance Woes ...

Via The Samaritan-Web Project : IT Governance Woes, Part 2

I agree re Microsoft woes with IT governance and Project Server. They would be better off making a strategic acquisition of an EPM tool ...

... "Their enterprise solution definitely needs some work, but I think they're missing the boat on the whole concept of IT governance " ...

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No Earned Value Acronyms for Management

There's a good post on the Defense Acquisition University's EVM (Earned Value Management) Forum suggesting a good format for management reporting.

The submitter, Mr. Roger Mandel, makes a good case for protecting management from the details and acronyms inherent in Earned Value and offering the basics in a report.

Check out his recommended format. Looks pretty good to me...

1. Summary Status: (Stated here are the major facts in bullet format. Statements shall be clear and concise.)

2. Major Achievements & Future Scheduled tasks: (List those major milestones that have been accomplished during this past performance period and those that are schedule for the current or near term performance periods.)

3. Trends: (Stated here are the major trends, as the data indicates. Emphasize the present major problem. Phrase the statements in the form of a question. In a few cases, there may be more than one problem. A good problem statement will be concise, usually only one sentence.) Graphic figures should also be used.

4. Projections: (List the possible projections to the major trends. Develop alternative ways to solve the problem, generally more than one possible solution. Briefly note the advantages and disadvantages of each possible solution. State the projected completion period and total final cost.)

5. Choice and Rationale: (State choice from among possible solutions and the detailed reasons for that choice. State why certain alternatives were not chosen.)

6. Areas of Concern: (List cost accounts of task items that are prominent schedule or cost drivers that could cause significant variances.) Some form of a Stop Light chart could be used for a quick overview.

7. Validity of Data: (Comment of noted discrepancies within the submitted report and any concerns for the validity of data presented.)
See below for the full posting...

ACC: Acquisition Community Connection

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Monday, September 05, 2005

Centralized IT Governance: Enterprise Architecture Modeling Tool

Centralized IT Governance: Enterprise Architecture Modeling Tool: Via Troux: Troux Announces Metis Enterprise 5.0 Technology Availability: Market leader rolls out integrated offering to help improve IT governance through Enterprise Architecture processes ...

Troux converges its product set on visualization and analysis of enterprise architecture data to enable effective centralized IT governance ...

... "Delivering on the successful acquisition of Metis earlier this year, Troux's Metis family of EA products now combines the visualization and analytic capabilities of the Metis modeling tool with Troux's highly scalable repository for automatic capture and management of enterprise IT and business data. This comprehensive offering gives enterprise architects, business analysts, IT planners and other decision-makers in even the largest and most complex organizations a toolset capable of centralizing the management of all IT governance processes. " ...

Centralized IT governance through visibility of the enterprise architecture, enabled by EA modeling tool ...

Troux Technologies (pronounced "true") is a global provider of IT Governance software that accelerates IT and business transformation. Troux's IT Governance solutions enable organizations to strategically plan the enterprise, capture and analyze critical IT and business data and deliver actionable decisions to transform the business. Troux's breakthrough technology provides the enterprise-class information, policies, and analytics critical for IT excellence. With Troux, organizations succeed in breaking the traditional IT silos and effectively aligning IT with core business goals. Based in Austin, Texas, Troux Technologies serves the Global 1000 and government marketplaces.

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Saturday, September 03, 2005

Excellence in Program Project Management: Public Sector ...

Excellence in Program Project Management: Public Sector: Via OGC: Government to Recognise Excellence in Public Sector Projects

... "the Office of Government Commerce launches its 2005 Awards for excellence in programme and project management across the public sector. The Awards, known as the Delivery Awards scheme, is a joint initiative between the Office of Government Commerce (OGC) and the Cabinet Office. It is designed to promote, recognise and reward effective use of programme and project management skills in achieving the successful delivery of public sector programmes and projects.

All nominations need to be with the Service Desk by 23rd September 2005. " ...

Awards for Program Management Excellence in the Public Sector ...

The Office of Government Commerce (OGC) is an office of HM Treasury, with its own Chief Executive. OGC works across government as a catalyst to achieve best value for money in commercial activities and supports government departments in successfully delivering major acquisition programmes and projects. Its remit now also covers implementation of the Government's Efficiency Programme, and implementation of the Lyons Review on relocation. OGC has a target to secure £3bn. of value for money gains in central civil government by 2006 and oversees the delivery of £21.5bn. by 2008 under the Government’s Efficiency programme.

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Saturday, August 20, 2005

Project Risk Management: Critical Chain

Project Risk Management: Critical Chain: Via ACC: Acquisition Community Connection: Buffering Against Risk – Critical Chain and Risk Management ...

Article discusses project risk management techniques that link scope and time management with risk management using critical chain techniques ...

... "Network Building: Risk Identification, Avoidance and Mitigation: The usual Critical Chain approach to developing a WBS and project network emphasizes identification of dependencies. This helps to avoid risks of missing interactions of different parts of the project. Clarity and completeness of prerequisites for tasks clearly defined as dependencies helps to assure that the risk of missing necessary inputs is minimized. Definition of the deliverables of tasks from the view of the receiver and user goes a long way to make sure that the availability of those inputs is assured. " ...

Critical chain role in project risk management: identification, avoidance, and mitigation ...

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Sunday, August 07, 2005

Does Architecture Visualization Enable ITGovernance?

Does Architecture Visualization Enable ITGovernance: Via Troux:Troux Announces Metis Enterprise 5.0 Technology Availability ...

Having a documented as-is IT architecture is important. How important will visualization tools, such as Troux Metis, be in enabling a quality IT governance process? Certainly, it should help with end-of-life IT investments. Can it really play a role in transformative IT investments ...

... "Troux Technologies, the global leader in IT Governance and Enterprise Architecture (EA) solutions, announced the general availability of Metis Enterprise 5.0, an industry-leading Enterprise Architecture Modeling and Repository offering for Global 1000 companies and the government market. Delivering on the successful acquisition of Metis earlier this year, Troux's Metis family of EA products now combines the visualization and analytic capabilities of the Metis modeling tool with Troux's highly scalable repository for automatic capture and management of enterprise IT and business data. This comprehensive offering gives enterprise architects, business analysts, IT planners and other decision-makers in even the largest and most complex organizations a toolset capable of centralizing the management of all IT governance processes. " ...


Troux Technologies (pronounced "true") is a global provider of IT Governance software that accelerates IT and business transformation. Troux's IT Governance solutions enable organizations to strategically plan the enterprise, capture and analyze critical IT and business data and deliver actionable decisions to transform the business. Troux's breakthrough technology provides the enterprise-class information, policies, and analytics critical for IT excellence. With Troux, organizations succeed in breaking the traditional IT silos and effectively aligning IT with core business goals.

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CA Niku ITGovernance Growth Engine?

CA Niku ITGovernance Growth Engine?: CA Completes Niku Acquisition to Extend Leadership in IT Governance

Will the CA Niku deal ($350MM) drive growth for CA in the IT governance space or limit the growth of a good EPM tool? Time will tell ...

... "With the acquisition of Niku, whose revenue grew 45 percent in its last fiscal year, CA gains a best-in-class offering in a market segment that is growing faster than the software industry as a whole. Niku's ITG solutions will be integrated with CA's BSO unit. CA's BSO solutions enable customers to align IT investments with business objectives, control IT costs, deliver IT as a service, and meet heightened compliance requirements. CA estimates the market for its BSO solutions at $7.9 billion in 2004 with an estimated compounded annual growth rate of 8 percent through 2008. " ...


Computer Associates International, Inc. (NYSE:CA), one of the world's largest management software companies, delivers software and services across operations, security, storage, life cycle and service management to optimize the performance, reliability and efficiency of enterprise IT environments. Founded in 1976, CA is headquartered in Islandia, N.Y., and serves customers in more than 140 countries.

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