Recent Posts

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3 October, 2019
Implementation of a PMO: people, organization and documentation

The users are the ones that bring a project management system to life, either as collaborators or external consultants. It is imperative that the PMO believes, manages and offers support to all of them.

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17 June, 2019
How much are we investing? Financial factors to consider in project and portfolio management

[et_pb_section bb_built="1"][et_pb_row][et_pb_column type="4_4"][et_pb_text _builder_version="3.17.2" text_text_color="#17335c"] Tracking expenditure and revenue flows answers one of the burning ques­tions of every board: “How much are we actually investing in our projects?”. This question often crops up when we are talking about internal, IT or transforma­tive projects. The planning and follow-up model should be agreed with the finance di­rectorate […]

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13 March, 2019
5 keys of success when it’s time to build a Project Management Office

In this article, we discuss 5 keys to success when it comes to build a Project Management Office.

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4 July, 2018
The 10 areas of knowledge. 10: Stakeholders management

The last area of knowledge of the PMBOK (Project Management Book of Knowledge) covers the best practices to manage the relationship with stakeholders.

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9 February, 2018
10 pieces of advice when presenting to your CEO

10 pieces of advice when presenting to your CEO.10 pieces of advice on how to present a project and improve your presentation style for your next board meeting.Motivation for the project is more risk-effective.

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19 July, 2017
Portfolio prioritization of innovation projects

Managing the portfolio of innovative projects incurs many challenges, heading the innovation strategy and the greatest challenge is to have a tool that makes it easy to determine the importance of each project in order to give priority to its development

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20 June, 2017
Project indicators: the difference between estimated and actual percentages

There are many more metrics to consider when measuring management effectiveness, project profitability, and even the contribution to the long-term objectives of the organization. Cost and time measures are a start, but it is important to complement them. There are now multiple measures that monitor the project during its development and allow for a more accurate analysis. Read more here.

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15 June, 2017
New micro-tool: Does your organization have what it takes to manage a PMO?

[et_pb_section bb_built="1" admin_label="section"][et_pb_row admin_label="row" background_position="top_left" background_repeat="repeat" background_size="initial"][et_pb_column type="4_4"][et_pb_text background_layout="light" text_orientation="left" use_border_color="off" border_color="#ffffff" border_style="solid" custom_margin="0px||0px|" background_position="top_left" background_repeat="repeat" background_size="initial" _builder_version="3.9"] ITM Platform has just launched a self-assessment tool aimed at any organization that may have doubts about their project governance. Under the title "Do you have what it takes to run your PMO?", this self-assessment tool is aimed at […]

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8 June, 2017
Change Management Concepts and Definitions

ike all sciences and disciplines, project management and change management have a particular language. In this way, a better understanding of professionals in this field is achieved, which can be communicated without creating ambiguities. However, for newcomers in these areas, terminology can be complex and confusing. Read more here...

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6 June, 2017
The Agile PMO

It is not clear what an agile PMO is or how it is structured. It is becoming increasingly urgent to clarify this aspect, since many teams and even entire organizations, especially in the field of software and application development, rely entirely on agile methodologies such as SCRUM.

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