Introduction In a mature project management environment, the Portfolio Review Board (PRB) acts as the “Investment Committee” of the organization. While project managers focus on doing the work right, the PRB focuses on ensuring the organization is doing the right work. This body meets regularly (typically monthly or quarterly) to review the health of the…
Introduction In many organizations, innovation is stifled not by a lack of creativity, but by the lack of a structured pathway to bring that creativity to light. While the Project Intake Form (Template 77) is designed for formal business requests that have already been vetted by a department head, the Idea Submission Document is a…
Introduction In many organizations, projects begin as informal requests: a conversation in a hallway, an urgent email, or a passing comment in a departmental meeting. While this organic approach may work for small teams, it creates chaos in larger enterprises. Without a standardized entry point, the Project Management Office (PMO) cannot effectively prioritize work, allocate…
Introduction In the lifecycle of any project, there comes a moment of truth where the planning stops and the execution (or deployment) must begin. This transition is rarely simple. It involves significant risk, the commitment of substantial resources, and often, an irreversible impact on the business. The Project Go/No-Go Decision Record is the formal governance…
Introduction In the corporate world, the most brilliant project ideas often die not because they are flawed, but because they are communicated poorly to the people holding the purse strings. The Executive Approval Memo is the vehicle for decision-making. Unlike a Project Charter, which is a detailed governance document, or a Business Case, which is…
Introduction In the race for market dominance, looking inward is rarely enough. Organizations that focus solely on their own internal metrics often fall victim to the “insulated silo” effect, where they believe they are innovating simply because they are moving faster than they were last year. However, if the competition is moving twice as fast,…
Introduction In the lifecycle of a project, particularly those involving product development, service launches, or business expansion, the “Field of Dreams” approach building it and hoping they will come is a recipe for disaster. The Market Analysis Summary is the antidote to this risk. It is a foundational governance document typically created during the Initiation…
Introduction In modern project management, “doing it all yourself” is rarely an option. Projects rely heavily on a supply chain of vendors, contractors, and service providers. Whether you are outsourcing software development, hiring a construction firm, or purchasing raw materials, the success of your project is inextricably linked to the performance of your vendors. The…
Introduction Corruption is one of the most significant risks facing global projects today. Beyond the moral imperative to conduct business ethically, the legal and financial consequences of bribery are catastrophic. Regulations such as the U.S. Foreign Corrupt Practices Act (FCPA), the UK Bribery Act, and the OECD Anti-Bribery Convention have extraterritorial reach. This means that…
Introduction In the contemporary business environment, “Can we do this?” is a question of technical feasibility. “May we do this?” is a question of law. But “Should we do this?” is a question of ethics. The Ethics and Compliance Review is the governance mechanism designed to answer that final, critical question. Project management has traditionally…
