As business performance management (BPM) has expanded into virtually all areas of business, project managers have been broadening their soft management skills. In today’s feature podcast, A Project Manager’s Guide to Business Performance Management, you’ll learn what project managers can borrow from BPM to streamline service delivery, optimize operations, and improve customer satisfaction.
In project management, success or failure is often determined by stakeholders, not project managers. Read Project Portfolio Management’s Missing Functional Link: Stakeholder Management to find out how successful implementations take stakeholder needs into consideration by breaking down the communication barriers experienced by varying players, such as IT, operations, customers, and management.
Professional service organizations are defined by the fact that they are project-centric, and that the very services they sell and deliver are projects. The case study Professional Services Automation Success Story looks at how a fast-growing software vendor found the professional services automation (PSA) system it required to support the company’s rapid growth—and one that would provide badly needed integrated time and billing capabilities.
The Path to Realization: Predictive Service Execution for Professional Service Firms is an informative white paper that examines the concept of realization, similar to the notion of margin in product companies, and the standard metric by which professional service firms are measured.
To find out which project portfolio management (PPM) and business performance management (BPM) systems are best suited to your organization’s business model and special requirements, visit TEC’s PPM Evaluation Center and BPM Evaluation Center.