Author Archive

Historically developed IT structure
Within their IT organizations, enterprises historically distinguish between project business, IT operations and IT development. In addition to these separate areas, there are several processes and systems for project requests, notification of incidents and problem management.
ITIL, PRINCE2 and PMI are Used Separately within their Silos?
For these processes, there are standards such as [...]

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Every software project targets at providing high-quality software within the frame of a cost and time schedule. tool-based IT test management usually accompanies the whole software development process and partly adds to reaching this goal. This includes tasks like requirements management, test planning, test design, test execution, test evaluation as well as a superordinate defects [...]

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My blog Scoping – A Guarantee for Success through Harmonized Expectations describes how to identify factors that are most relevant to the success of the project:

Expectations of all key roles are defined and synchronized from the start
The technical system architecture is designed
The functional requirements are defined
An implementation roadmap comprising project contents, required organizations and project [...]

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Projects often fail to be successful due to diverging, badly aligned expectations
Dozens of statistics seem to suggest that there are dozens of reasons why projects fail to be successful. However, a great deal of them are attributable to vaguely defined objectives, problems related to technical architecture and a lack of management support. These causes, [...]

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In collaboration with the PHW Business School, Zurich, Switzerland we are conducting  a study in the IT Change Impact Management area.
We are analyzing a specific challenges of international corporations using SAP as their corporate software globally and specifically the challenges of their IT development organization because of impacts given by system consolidaton centralization efforts.
Fundamentally we will [...]

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Scoping for defined requirements and harmonized expectations
The scoping approach allows you to define requirements, expectations and project scopes when systems, methods and processes are implemented. This results in aligned expectations, a well-designed system architecture, defined requirements as well as a structured implementation roadmap. If the roadmap is implemented in several iterations, quick wins are achieved [...]

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The upgrade from Mercury ITG 6.0 to HP PPM 7.0 entailed a much improved project management module. Project Management has been separated from the actual PPM workbench and is now available as a “zero client” over the web. The new Project Management Cockpit centrally integrates all project activities from modules like Portfolio Management and Resource [...]

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Thanks for this comprehensive list and clarity on the PPM, PM, P±PM terminology.
How do companies such as Clarizen fit in this categorization of yours? We consider ourselves more in line with being a Project Collaboration solution by focusing on team adoption and sharing via email integration and built in collaboration tools.
Shall we introduce a new [...]

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Today’s PPM market is changing. The term PPM as a software category is used by Project Portfolio Management (PPM) as well as Project Management (PM) software vendors. For the sake of clarity there should be a comprehensive category including both subcategories: Project & Portfolio Management (P&PM).
For this reason we analyze the P&PM market in detail [...]

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In the articles “PPM - Gartner Causes Confusion” and “Project Portfolio - Hype and More” we covered the issue of the nonspecific use of the term PPM.
Today the PPM market is changing. On one hand software companies are being acquired (HP / Mercury Interactive / Kintana, Oracle / Peoplesoft, Primavera / Prosight, Serena / Pacific [...]

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