UPDATED: Tale of Two PMOs (Infographic)

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Project management offices (PMOs) are moving beyond typical project management activities, and are now providing more strategic insights and services that support enterprise-wide initiatives. In order to more fully understand the role PMOs are playing within their organizations, APQC conducted a survey to understand the key characteristics necessary to provide strategic support. This infographic explores the differences between large revenue organizations (greater than $20B) and small revenue organizations (less than $100M).

Stop Focusing on Process Model Rules and Focus on Results

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I was able to talk to Ronald G. Ross Co-Founder & Principal, Business Rule Solutions, LLC and
Executive Editor, Business Rules Journal, about how to build a better business process model and why having too many rules can be a problem.

What is the main reason people still focus on making traditional process models?

Taking Agile Beyond Software Development (Infographic)

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Though Agile’s roots are in software development organizations, changes in the business environment (e.g., growing power of customer, rapid pace of technology, and shorter business cycles) are driving organizations to look at additional ways to apply Agile. Components of Agile’s methodology (e.g., customer collaboration, rapid production, and flexibility) allow organizations to address many of the changes in the business environment. This infographic explores some of the key characteristics of Agile that can be applied to other functions like project management or marketing.

4 Strategy Execution Mistakes Companies Make When Benchmarking

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Mitchell Weisberg, Managing Director of Lumen, Inc. talks about solving the most common challenges to getting and keeping your organization on the path to high performance when benchmarking.

Got Process? How Using Process Frameworks Can Improve Business Performance

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I recently talked with Carla Wolfe, Senior Business Analyst at Elevations Credit Union, to discuss how her organization used APQC’s Process Classification Framework (PCF) and other tools to build an Enterprise Process Map and how the organization’s collaborative use of software tools provided a platform for cross-enterprise engagement and viral cultural change.

Infographic: Value of Benchmarking for Professional Services

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APQC’s recent study on the value of benchmarking was designed to examine how benchmarking provides value to core business activities like process improvement, strategic planning, and setting performance targets. This infographic looks at why organizations in the professional services industry conduct benchmarking, what they are benchmarking, and what value it adds to their business.

Fixing Change Management That Isn’t Working

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I recently talked with Chris Jacobs, Director Advisory Services at Grant Thornton LLP, to discuss how organizations can succeed with their transformational change initiatives even when they struggle at the beginning of the process and below are a two of the key we topics discussed.

 

Infographic: Benchmarking to Drive Success in Process Improvements

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Process improvement is a systematic approach that helps an organization optimize its underlying processes and achieve more efficient results. Benchmarking is one way organizations can clearly identify focus areas for improvement efforts, establish performance baselines, set goals and/or identify new practices from best-in-class organizations.This infographic looks at the common practices and reason for using benchmarking to support process improvement efforts.

Infographic: Why Conduct Benchmarking for Strategic Planning?

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Strategic planning requires an honest assessment of the organization’s current state and the external business environment to identify gaps and pinpoint ways to improve performance and meet goals. Benchmarking is one way an organization can collect the quantitative and qualitative information it needs for these assessments. This infographic looks at the common practices and reason for using benchmarking to support strategic planning efforts.

Collaboration for Process Improvement: Getting It Together

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How often do we start something only to discover we have to go back to square one because we overlooked an important stakeholder?