Here you will find a selection of reviews and white papers written by our experts.
One of the first consequences for the IS manager is the difficulty in collecting homogeneous information that enables him to control his project portfolio and thus manage the capacity of his teams.
DNA of LEAN – Rules are much more important than tools…
A company must constantly renew itself by implementing projects that allow it to remain competitive in the market. Deciding which projects to support within the annual budget cycle is a real challenge.
During the digital transformation of historic companies, known as brick-and-mortar (Banks, Retail, Telecommunication, ...), a large majority of companies encounter a problem that can be summed up in one sentence:
What do we mean by PMO?
Is it true that lean can benefit the service industry as well?
Aligning IT services with business demands is a daily challenge.
For a lot of IT departments, getting out of lockdown can have a bitter taste. Management of the computer park has been transformed by the generalization of remote working, multiplication of laptops, explosion of the number of devices – leading to cost issues, including licensing – and sometimes unauthorised use of third-party tools used (and sometimes with more convenience)instead of official supported tools.
The Cloud is nowadys a key tool for CIOs/IT Services Director, thanks to its flexibility, the cost reduction made and time-to-market improvements. 85% of companies in the private sector have adopted it (IDC 2016 figures).
Defining the PMO's mission is no easy task, so much the mission can vary depending on the client and on the context. A PMO's activities include monitoring, the control and management of his portfolio's projects. He can have the responsibility of forming good teams and of defining the process to continuously evaluate his portfolio, his project.
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