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Archive for the ‘Integrated Portfolio Management’ tag

Gartner Magic Quadrant recognizes UMT360 as a visionary

Written by Hubie Sturtevant on November 15th, 2019 at 2:45 pm

Gartner’s 2019 Magic Quadrant for Integrated IT Portfolio Analysis Applications (IIPA) was just released, and once again, UMT360 has been recognized as a visionary provider. According to Gartner, “integrating portfolios using IIPA software enables IT managers to see the cost, effort, technical complexity, feasibility and interrelated effects of a proposed IT change or digital initiative before it is approved.”

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Gartner’s 2018 Magic Quadrant for IIPA Recognizes UMT360 As A Visionary

Written by Hubie Sturtevant on November 30th, 2018 at 10:05 am

For the seventh consecutive year, UMT360 is once again recognized as a Visionary in Gartner’s Magic Quadrant for Integrated IT Portfolio Analysis Applications (IIPA). In its 2018 report, Gartner recognizes UMT360 for its completeness of vision and ability to execute. The full report can be found here (Gartner subscription required).

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UMT360 Named A Visionary In Gartner’s 2017 Magic Quadrant for IIPA

Written by Hubie Sturtevant on November 28th, 2017 at 9:59 am

UMT360 has once again been recognized as a Visionary in Gartner’s 2017 Magic Quadrant for Integrated IT Portfolio Analysis Applications (IIPA). This is the sixth consecutive year that UMT360 has been recognized by Gartner for its completeness of vision and ability to execute. The full report can be found here (Gartner subscription required).

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Just What is a Strategic PMO?

Written by Paul Rosien on September 29th, 2014 at 7:26 am

UMT360’s recent webinar schedule has focused on enabling PMOs to be strategic. Great topics, with some world-class PMO professionals including Learning How to Establish a Strategic PMO with Carl Souchereau from SNC Lavalin T&D, and Changing the PMO Status Quo with Frank La Rocca from ConEd. In fact, we’ve seen so much interest in the Strategic PMO idea that we’ve created a local breakfast series, starting initially in Chicago and Houston.

But we also thought it would be good to step back and define just what makes up a strategic PMO. We reached out to some industry folks to get their views, and one response stood out in particular. Andy Jordan is the president at Roffensian Consulting, and has over 20 years within the portfolio, program, project and PMO space. Andy’s response aligned very closely with our view, and so we thought we’d let Andy share directly! You can reach Andy at andy.jordan@roffensian.com, and we thank him in advance for the guest post! – Paul

Just What is a Strategic PMO?

By Andy Jordan

In the last few years PMOs have been asked to take on much more ‘business critical’ functions. Some have embraced this opportunity, some have not. The idea of a project focused central services style PMO (people, process, tools, training) is rapidly losing favour because it is not delivering business results. Instead, the idea of a PMO more aligned with the business is gaining traction, and that is what PMOs should always have been. A Strategic PMO is a project centric business department and should be structured and managed in the same way as other business departments – goals and objectives set by enterprise leadership that help the organization as a whole succeed. That’s what we expect for sales, or operations, or fill in the blank other department, and that’s what we should expect of PMOs.

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Strike & Maintain the Right Innovation Balance

Written by Mike Gruia on June 7th, 2014 at 6:00 am

IT and the business knows:    The year-to-year viability of a company depends on its ability to innovate.

We have learned over the years that innovation comes from three sources.

  • Top Down – Driven by management imperatives (i.e. we have to be in the cloud)
  • Bottom Up – Can originate anywhere in the organization, everyone participates and offers new ideas (i.e. start with a blank piece of paper)
  • Middle – This core innovation represents efforts to make incremental changes to existing applications and incremental inroads into new markets.  Such innovations draw on assets the company already has in place.

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