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Artículos y Whitepapers sobre Gestión de Proyectos

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Project Management    |    Programme/Portfolio Management    |    PMO    |    Organisational Improvement
Leadership & Communications    |    Business Analysis    |    Contract Management    |    Submit an article


 Article     Industry report     ESI Viewpoint     Whitepaper


The top 10 STRATEGY EXECUTION trends for 2017

This year, we’re seeing the project management discipline evolve beyond traditional borders and methodologies to keep pace with organisational changes. Collaboration and strategic thinking are happening from the bottom-up, and smart organisations are recognising the need for skill sets beyond traditional project management to be successful.

Our top 10 strategic execution trends for 2017 explore the transformation of traditional project management and highlight the emergence of the combined meta-practice of project management, business analysis, and strategy execution.

2016 Top 10 Strategy Execution Trends

Businesses are speeding along the information highway, always trying to stay ahead of the competition while constantly managing rapid change and driving innovation. In today’s business environment, it’s the early adopters and smart organisations that are succeeding. They are challenging the traditional ways work gets done, identifying the gaps that exist between strategy and execution within their organisations and embracing new leadership approaches with the goal of achieving alignment.

Given this constantly evolving business climate, TwentyEighty Strategy Execution has assembled a panel of experts to compile the top ten strategy execution trends for 2016. These trends focus on what smart organisations and business leaders are employing to shift from old school routines to progressive school practices.

The Top Ten Business Analysis Trends for 2016

Business analysts are experiencing a paradigm shift of their roles and moving away from being characterised as simply a tactical, check-the-box process. In this evolution, practitioners of the business analysis discipline have ever-increasing opportunities to contribute to their organisation’s overall process and in doing so, advance the profession and deliver business value to the businesses they serve. A business analyst’s comprehensive perspective of the whole business helps identify how the organisation meets customer needs, and what the organisation can do to better meet those needs.

The Top Ten Project Management Trends for 2016

Trends highlight the need to keep projects aligned with organisational strategy

The Global State of the PMO

An analysis for 2015

ESI International Releases Top 10 Trends in Project Management

Trends highlight the need to keep projects aligned with organisational strategy

The Global State of the PMO: - Jan 2013

An Analysis for 2013

The Value of Contract Management Fundamentals for Every Project Manager - Jan 2011

The manager of today must know about procurement and contracts. In short, there is a new tool in the managers’ tool kits – contract management! This article considers some of the components of procurement and contract management that must be mastered.


Top 10 Project Management Trends for 2011 from ESI International - Jan 2011

ESI International revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends.


Top 10 Business Analysis Trends for 2011 from ESI International - Jan 2011

ESI International reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) – also known as business analysis – a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends.


Watch Glenn R. Brûlé present the “the Top 10 Business Analyis Tends for 2011” on YouTube



Project Management


Agile Project Mangement Is Not Just a Change in Methods - It is a Shift in Metrics and Mindset - Jan 2011
As the Agile Project Management approach becomes more mainstream, organisations considering its implementation are deluged with questions.

Metrics for Agile Projects - Finding the Right Tools for the Job - Jan 2011
This informative paper will provide best practices project managers should use to expand the use of the metrics at their disposal to fine-tune the progress they are showing on their agile projects.

Top 10 Project Management Trends for 2011 from ESI International - Jan 2011
ESI International revealed their Top 10 Global Project Management Trends for 2011. As project management gains momentum within organisations, any changes in the industry will have a massive impact upon the way businesses operate in 2011. Key themes include building the project manager’s (PM) influence, accelerating new leadership and communication skills, and increased use of informal learning approaches such as social media and experiential training. A global panel of consultants and senior executives assembled by ESI identified the trends.

Successful Solutions Through Agile Project Management - Nov 2010
Today’s business climate is both dynamic and complex. Management faces changing requirements and increasing demands, as well as tight budgets and fast turnaround demands. Organisations are struggling to do more with less — fewer resources, including less money, and, in many cases a reduced workforce. Therefore, it is essential to optimise every aspect of business, particularly project management.

Is Project Management a Core Skill and No Longer a Niche Capability? - Oct 2010
Project management is fast becoming the preferred way for companies to get things done. In a global economy, project management makes a company more competitive than other traditional methods of managing work.

Think of Risk Management as Competitive Advantage - Mar 2010
Whether buying or selling outsourced products or services, organisations cannot afford not to have a risk management plan in place.

Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide - Sep 2009
PRINCE2 is the UK Government’s structured project management method. PMI stands for the Project Management Institute producing guidance on project management documented in the "Guide to the Project Management Body of Knowledge" - hence the PMI PMBOK Guide

Getting Energised About Risk - Sep 2009
The real issue is not how to get rid of risk, but rather how to manage it. And, although that takes a lot of time and energy, perhaps new perspectives can be gained if risk is looked at from a project life cycle perspective.

Recognising Project Warning Signs Part 2 - Jun 2009
Recognising and recovering troubled projects is currently one of the hottest subjects in project management circles. But wouldn’t it be great if you could predict the future by recognising project warning signs before...

Recognising Project Warning Signs - Jun 2009
We see warning signs every day, such as “Wet paint” or “Road Ends in Water.” Such signs are common reminders to be careful. The earlier we heed their advice, the better off we’ll be because time is a resource when ...

Enterprise Analysis - Building a Foundation from the Top Down - Mar 2009
Keep the pace and reap the benefits - examine the step-by-step process of identifying and analysing potential solutions to business needs.

The Change Management Life Cycle - Oct 2008
Every organisation is affected by change. Still, organisational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation.



Programme/Portfolio Management


The Project Manager Perspective on Project Portfolio Management Effectiveness - Mar 2009
Organizations rely on project portfolio management (PPM) to evaluate, prioritize, approve, implement and manage projects to meet their strategic and financial goals. This study provides an analysis of PPM maturity and challenges within organizations around the globe from the project and program manager level. Its unique, bottom-up perspective offers insight into the factors that lead to successful implementation of strategic direction.

Delivering Successful Programmes - Mar 2008
The rapid pace of innovation and the increasing level of management, stakeholder and customer expectations demand that organisations re-assess how they do business. Programme management, which PMI® defines as “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually,” is key to executing major strategic initiatives. Unfortunately, many organisations are ill-equipped to manage larger-scale programmes. This paper describes 10 vital steps of programme management that must be done right in order for organisations to successfully deliver the benefits of change initiatives. The steps, which may be performed by a programme manager or by others within the organisation, together address the three overarching responsibilities of the programme manager: effective governance, stakeholder management and benefits management.



PMO


Taking Your PMO to the Next Level: Four Steps to Value Improvement - Jun 2010
In today’s economy, every company and organisation is struggling to do more with less, and performance is paramount. This is true for public and private sector entities, as well as for non-profits. Which is why, in order to prevail in lean times, it is essential to optimise every operation of your organisation, especially the project management office (PMO).

The Challenges to Success for Project and Programme Management Offices - Mar 2009
This study sought to assess the impact and significance of the PMO within organisations, to discover the challenges they have faced, and measures they have attempted to overcome them. The results provide insight into the issues that may benefit PMOs as they undertake their mission to improve organisational performance, particularly in the current economic environment.



Organisational Improvement


From ROI to VOI - Organizations are failing to tie learning to business impact - Jan 2011
Many organizations implement learning engagements, or PM training programmes, to increase employee satisfaction, realise better project team performance, and improve communication and results. But do these organizations understand the impact of these programmes beyond traditional employee engagement measures?

Common Senior Executive Errors - Nov 2010
The role of the executives, or sponsors, cannot be underestimated and key areas of focus are highlighted in this article.

Certification – worth the hassle? - Jun 2010
The days when an individual was given a project to complete alongside their normal day to day roles are going. Project management is becoming an established profession on its own, like accountancy; it has professional bodies, certification bodies,frameworks and methodologies, protocols, research and best practice.

The Measurement Dilemma:Tying Learning to Business Impact and Financial Outcomes - May 2010
Many organisations implement "learning engagements", crease employee satisfaction, realise better team performance, and improve communication. But do these organisations understand the impact of these programmes beyond traditional employee engagement measures?

Risky Business: Organisational Effectiveness at Managing Risk of Outsourced Projects - Apr 2010
This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively.

When Intent Does Not Match Outcome - Nov 2009
Our intended communication doesn't always achieve the desired outcome. All communication starts with intent.

Will your organisation get an "A" for learning, but an "F" for value of investment? - Oct 2009
Strengthening and evolving your company’s skill and performance level requires more than educating your employees.

It is cheaper, your staff wants it and most importantly, it works. So why are you not taking your learning programme virtual? - Oct 2009
In a time when companies are scrutinising budget and facing tough economic and resource constraints, VILT can be an effective, cost-efficient, location-neutral learning solution.

The Change Management Life Cycle - May 2009
Every organization is affected by change. Still, organizational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organisation.



Leadership and Communications


Forget Project Management... It is Leadership That Counts - Jun 2010
Although it's convenient to label us as "Project Managers", behind that title is a number of skills and competencies. And, leadership is one of the most important but probably the hardest to learn competencies.

Coaching and Mentoring – Are You Missing an Opportunity? - Feb 2010
Today’s business environment encourages, if not demands, an approach to management that develops people through coaching and mentoring rather than through constant direction.

Eight Times to Abandon E -mail - Nov 2008
As busy project managers manage their precious personal and project schedules, they look for any means to save time and money. The need to do this is amplified by the economic conditions present today.



Business Analysis


Top 10 Business Analysis Trends for 2011 from ESI International - Jan 2011
ESI International reveals their Top 10 Global Business Analysis Trends for 2011. To achieve organisational goals within the fast paced, highly demanding business environment of 2011, within requirements management and development (RMD) – also known as business analysis – a better balance between technical and soft skills will separate the leaders from the rest of the pack. Key themes include business analysis as a guide for cloud computing and business analysis as a central success component to change management. A global panel of consultants and senior executives from ESI International identified these trends.

A Surprising Change Leader - Your Business Analyst - Dec 2010
The most successful organisations are able to identify opportunities for self-improvement and conceive of changes that can make them more efficient, more successful and better equipped to achieve their goals.

Get to the Core of Vendor Management Problems with Better Requirements - Sep 2010
Among the organisations struggling with outsourced projects that have gone bad, or that have failed completely, the most often cited reason is vendor management issues, as if the vendor is always the one to blame and the buyer is completely blameless.

The Top Five Commercial Skills Needed To Be a Great Business Analyst - Apr 2009
The truly great business analysts have certain skills and attributes in common.



Contract Management


The Key Components For Successful Contract Management - Jan 2011
This paper tries to help you identify some of the aspects you need to consider and some of the best practices to adopt to make contract management as normal a business activity as any of the more traditional business processes.

The Value of Contract Management Fundamentals for Every Project Manager - Jan 2011
The manager of today must know about procurement and contracts. In short, there is a new tool in the managers’ tool kits – contract management! This article considers some of the components of procurement and contract management that must be mastered.



Submit an article to ESI

ESI invites you to share your project management knowledge with our readers by submitting an article on any topic related to project management, including case studies, lessons learned, critical analysis or a general overview of any project management topic or approach.

To submit an article or to request a copy of the guidelines, please email:
info@esi-sp.com

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