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ESI International GmbH
Westhafenplatz 1
60327 Frankfurt am Main
Tel: +49 (0)69 244 327-3795
E-Mail: info@esi-intl.de
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Homepage
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Seminare für Projektmanagement
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E-Training
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Fachartikel, Whitepapers, Point of Views und Studien
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Unsere Publikationen umfassen neben Projektmanagement auch die Themenbereiche Business Analyse, Programme Management, Business Skills, Vertragsmanagement und PMO (Project Management Office).
Bitte fahren Sie mit der Maus über die Themenbereiche in den grauen Boxen, um die entsprechenden Publikationen angezeigt zu bekommen. Bitte klicken Sie hier um zu unseren Webinars zu gelangen.
 Fachartikel
 Studien
 ESI Viewpoint
 Whitepaper
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Programme/Portfolio-
management & PMO
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Organisations-
entwicklung
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Top 10 Trends im Projektmanagement für 2013
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Jan 2013 |
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| Zusammenfassung: |
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Während Unternehmen noch immer mit der Einführung agiler Methoden und dem Management von Großprojekten, aber auch ihrem Lieferantenmanagement und dem Nachweis der Wertschöpfung ihrer PMOs (Project Management Offices) kämpfen, mangelt es in einer Vielzahl von Projekten und Programmen an echter Führung. Insofern ist Leadership nach Meinung von Führungskräften und Experten von ESI International eines der wichtigsten Themen im Jahre 2013. |
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10 Tipps zur Messung des Return on Investment (ROI) Ihres Trainingsprogramms
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Sep 2012 |
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Wer nicht klar belegen kann, dass ein Trainingsprogramm seinem Unternehmen mehr nutzt als es kostet, riskiert eine Krzung, wenn nicht gar die komplette Streichung seines Trainingsbudgets. Auf den ersten Blick erscheint es schwierig, den ROI eines Trainings zu berechnen. Die folgenden Hinweise helfen Ihnen aber nachzuweisen, dass Ihr Training einen messbaren Nutzen stiftet. |
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Seven Steps to Becoming a Risk Superhero
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Sep 2012 |
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Risk management can be a deep, cavernous and potentially career-limiting endeavour if not properly planned. Unfortunately, project managers often approach risk in a purely one dimensional fashion, without considering many essential components such as the company risk climate, the projectﾒs strategic fit, key player and stakeholder involvement and buy-in. The strategic due-diligence steps which are highlighted in this article will enable an informed, educated and timely approach to risk and position you as a company Risk Superhero. |
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Training ROI : Are you on the verge of losing your budget?
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Sep 2012 |
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It is the responsibility of a learning professional to build and improve talents and help transform the organisation. Learning programmes are essential in all organisations and most of these programmes have always been dependent on return on investment (ROI). This whitepaper looks at how to calculate ROI and how it should be incorporated into your programme. |
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10 Tips to Measure Training ROI
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Sep 2012 |
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If you can’t prove a return on your training programme – real learning that is adopted and applied -- then you run the risk of having it cut back or even losing it. You may think that measuring ROI is hard. However, if you follow these fast, hard rules, you’ll be on your way to proving your learning programme has measurable impact. |
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Victim or Victor - Taking Control as a Project Manager
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Aug 2012 |
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This article looks at how the PMO needs to help the project managers prepare themselves to deal with an increasingly challenging environment. It presents the “empowering tools” which, if correctly applied, provide the project manager with the knowledge and authority to take control of the project. The skill in applying tools depends not only on technical ability but, increasingly, on the human and interpersonal aspects of any situation. For this reason, the companion set of “enabling skills” (sometimes called “soft skills”) that are required for effective delivery is defined and described in this article. |
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Your Leadership Training Investment Is Not Producing the Results You Want. Now What?
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Mai 2012 |
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In an era of greater accountability, increased transparency and stringent performance analysis, leadership training for your core and extended team is a worthy investment and a likely priority. However, simply identifying leadership performance gaps and seeking related learning programmes may not be the most effective approach to building expertise. Yes, higher-lever positions require higher-level skills, but if your leaders lack command of certain fundamental, baseline skills, your current programme may be setting them — and your organisation — up for failure. |
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Top 10 Project Management Trends for 2011 from ESI International
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Jan 2011 |
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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. |
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Successful Solutions Through Agile Project Management
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Nov 2010 |
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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. |
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Getting Energised About Risk
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Sep 2009 |
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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. |
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Recognising Project Warning Signs Part 2
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Jun 2009 |
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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... |
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Recognising Project Warning Signs
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Jun 2009 |
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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 ... |
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The Change Management Life Cycle
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Okt 2008 |
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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. |
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The Global State of the PMO for 2012: The IT Perspective
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Aug 2012 |
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These highlights are taken from a recent 2012 PMO benchmarking survey undertaken by ESI International. With over 3,000 respondents, the survey set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Within the framework of this global, cross-sector investigation, the IT sector stood out as the most dominant in its move toward the Next-Generation PMO. |
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SURVEY - The 2012 Global State of the PMO: On the Road to the Next Generation
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Mai 2012 |
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This second annual global PMO benchmarking survey conducted in early 2012 with over 3,000 respondents takes a comparative view, determining what is trending, and what is not, in the PMO landscape. ESI International set out to explore topics such as the perceived value of the PMO, its role in sustainment of learning and how learning transfer impacts overall PMO maturity. Due to the rise in collaboration software, the study also sought to measure how widespread the usage of such tools has become. Since three in four of those surveyed claimed to have, or have had, a PMO in their organization, ESI was able to capture a broad range of representative data in a wide variety of industries such as energy, telecommunications, IT, construction, health care, manufacturing, government and financial services. |
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SUMMARY - The Global State of the PMO: On the Road to the Next Generation
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Mai 2012 |
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This survey offers in-depth insights into the state of the PMO worldwide based on research from over 17 industries across six continents from both an internal and external perspective. This benchmarking survey included project/programme managers and directors, heads of PMO, senior executives and other project-related staff both inside and outside the PMO in The Americas, EMEA, and APAC regions. |
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SUMMARY - The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training
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Mai 2011 |
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Across numerous industries and in every region of the world, businesses have endeavoured to boost their overall performance in project and programme management. A central element of their strategy has been to establish and continually expand their Project/Programme Management Office (PMO). A PMO is defined as an organisational body through which businesses deploy project management. As a means to an end, rather than an end itself, many PMOs take on a strategic, objectives-oriented role while other implementations tend to be more tactical in nature. Regardless of the approach, the same questions apply. |
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Taking Your PMO to the Next Level: Four Steps to Value Improvement
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Jun 2010 |
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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). |
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The Challenges to Success for Project and Programme Management Offices
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Mär 2009 |
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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. |
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The Project Manager Perspective on Project Portfolio Management Effectiveness
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Mär 2009 |
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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. |
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Delivering Successful Programmes
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Mär 2008 |
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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. |
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Einführung von Standards: Wertschöpfung durch Wertschätzung – Erfolgsfaktoren von Prozessorientierung 
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Mai 2013 |
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Standardisierungsbemühungen im Bereich Project Governance führen auf verschiedenen Ebenen (Projektleiter, Mittleres Management, Top Management, Qualitätssicherung) zu völlig unterschiedlichen – jedoch häufig negativen! – Reaktionen. Der Grund dafür liegt in dem Widerspruch zwischen dem Anspruch nach umfassender Überwachung und Leistungsmessung und dem für das unternehmerische Handeln der Mitarbeiter notwenige Vertrauen. |
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The Sustainment of Learning
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Feb 2013 |
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Overcoming the hurdle of obtaining the right training is one thing. Sustaining what you learn so that it is not only reinforced, but also applied on the job, is entirely another. The primary reason organisations introduce training is to encourage change within the enterprise. When implementing a learning adoption strategy, decision-makers should view it largely as a change management initiative. They are, after all, attempting to alter employee behaviour in a sustainable fashion. Without the actual application and reinforcement of new skills, nothing new can emerge. |
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7 Tips for Learning Sustainment
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Feb 2013 |
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Learning a new skill in a classroom setting is one thing; actually applying that skill to the job is completely another. Many organisations offer training courses without considering the long-term impact such training should have on the business. Without reinforcing what participants learn, training becomes just another theoretical idea without any practical application. |
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FULL SURVEY - Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality
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Mai 2011 |
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The full report reviews overall survey findings, but specifically focus in on three key phases in the application and transfer of learning that shed light on successful and not so successful strategies: pre-training; motivation; and post-learning. To fill out the learning transfer picture, this report integrates the most valuable written comments submitted by survey respondents, along with commentary and real-world insight developed through first-hand client experience. |
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Applying Training and Transferring Learning in the Workplace: How to Turn Hope into Reality
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Mai 2011 |
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ESI International issued a Transfer of Learning Survey in March 2011 designed to assess an organisation’s success or difficulty in fostering a learning transfer climate in the workplace. The goal was to determine if organisations had a system or set of processes that ensures trainees can apply learning on the job — in an immediate way — to improve actual employee performance and generate positive business impact. |
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An Inch or a Mile? Proven Practices in Measuring Learning Impact
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Jan 2011 |
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In today’s learning environment, learning and development (L&D) professionals continue to be challenged with the impact learning has on an individual or a business initiative. This paper will explore the most riveting and emerging topics that L&D professionals face and how measurement is playing a role in aiding them in demonstrating the impact of learning. Eight initiatives are discussed where measuring can be a catalyst for positive change. |
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From ROI to VOI - Organizations are failing to tie learning to business impact
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Jan 2011 |
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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? |
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Common Senior Executive Errors
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Nov 2010 |
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The role of the executives, or sponsors, cannot be underestimated and key areas of focus are highlighted in this article. |
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Certification – worth the hassle?
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Jun 2010 |
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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. |
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When Intent Does Not Match Outcome
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Nov 2009 |
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Our intended communication doesn't always achieve the desired outcome. All communication starts with intent. |
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The Change Management Life Cycle
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Mai 2009 |
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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. |
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Forget Project Management... It is Leadership That Counts
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Jun 2010 |
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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. |
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Eight Times to Abandon E -mail
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Nov 2008 |
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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. |
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ESI International präsentiert die Top 10 Trends der Business Analyse für 2013
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Mär 2013 |
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Der diesjährige Schwerpunkt wird darauf gerichtet sein, die starke Stellung der Anforderungen auf allen Ebenen durch agiles Projektmanagement und Business Architektur gezielt einzusetzen, um den Business Value des Unternehmens zu bestimmen. Wir erwarten zudem einen zunehmend größeren Einsatzbereich für Business Analysten, wobei diese sich in der Verantwortung sehen werden, durch die Aneignung neuer Kompetenzen auf einen erweiterten Arbeitsbereich zu reagieren. Diese Trends wurden durch ein globales Panel aus Führungskräften von ESI International und Fachexperten entwickelt. |
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Why Modelling Works — and Your Solutions Development Process Could Fail Without It
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Mai 2012 |
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One of the keys to successful solution development is effective stakeholder interaction, and one of the keys to facilitating interaction is modelling. Because the approach provides instant visual insight into opportunities for improving efficiencies, demonstrating traceability and validating requirements, it is a proven, powerful tool for Business Analysts. In fact, organisations that do not adopt modelling may run the risk of prolonged inefficiencies, duplicated efforts and squandered financial opportunities. |
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The Top Ten Business Analysis Trends for 2012
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Jan 2012 |
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To achieve organisational goals in the challenging economic environment of 2012, effective requirements management and development (RMD)—also known as business analysis—will demand a broader perspective in order to drive full business impact. Business analysts will need to take a three dimensional approach to fully capture requirements, which organisations recognise as the foundation of successful project and contract delivery. This theme underlies the 2012 Top 10 trends for RMD. |
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Top 10 Business Analysis Trends for 2011 from ESI International
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Jan 2011 |
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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. |
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A Surprising Change Leader - Your Business Analyst
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Dez 2010 |
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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. |
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Get to the Core of Vendor Management Problems with Better Requirements
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Sep 2010 |
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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. |
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The Key Components For Successful Contract Management
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Jan 2011 |
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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. |
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The Value of Contract Management Fundamentals for Every Project Manager
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Jan 2011 |
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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. |
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The Softer Side of Agile: Leading Collaborative Teams to Success
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Okt 2012 |
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The Agile Manifesto places customer collaboration over contract negotiation with a keen focus on a highly skilled, motivated team in constant interaction with the product and the customer at every phase of the project. As a result of this collaborative, customer-centric view, Agile requires more than the technical expertise needed to gather requirements, and develop and test new product lines. It requires soft skills, leadership competencies and an understanding of how to apply those skills in a more malleable, people-focused setting. |
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Finding the Right Blend: Sometimes Pure Agile Isn’t The Way to Go
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Okt 2012 |
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Only a fraction of organisations will migrate to Agile methods completely and for all projects. The reality is, many types of projects are not well suited for Agile approaches for a variety of reasons. Some organisations run multiple projects across many departments and corporate entities, many of which may not have the inclination or resources to manage in an Agile manner. |
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Senden auch Sie uns einen Fachbeitrag!
Möchten Sie einen interessanten Artikel oder Ihre Erkenntnisse mit anderen teilen? Senden Sie uns Artikel, Fallstudien oder Ihre Erfahrungsberichte zu den oben genannten Themen an info@esi-intl.de.
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