Pinnacle Insights

Many Enterprise Project Management implementations live or die based on their ability to implement Critical Path Method techniques (CPM) across the organization. Other’s have a critical need to optimize scarce, expensive and shared resources. Organizations make a significant investment in an implementation, but may fail against their original objectives because of the difficulty of implementing CPM.

Implementing Enterprise Project Management is about Adopting a consistent set of core project management practices across an organization. Typical “off the shelf” generic training for project management techniques or project management software tools is very ineffective in promoting Adoption. It can enhance an individual’s resume but has little impact on an organization’s ability to implement Enterprise Project Management and manage their projects more effectively. 

Project Portfolio Management, or PPM, is a project management discipline aimed at managing project investments in a way that maximizes results, or return, to the organization. 

Our experience and industry research indicates that it is significantly more effective to provide integrated Process and Tool training – rather than just let Project Managers and others struggle to map generic tool training to your real-world processes.   Read about the benefits of integrating process and tool training.

Is your Project Management Office (PMO) an effective and strategic entity that helps project managers across the organization? Traditionally, PMOs have been departmentally based and effective only within their own departments or silos of responsibility. 

For organizations that have an existing EVMS capability and are preparing a project for an Integrated Baseline Review (IBR).

Pinnacle has created a number of EVM and EPM Process Asset Libraries (PAL) for its clients. Process Asset Libraries are new to the Earned Value and Enterprise Project Management world.

The DoD was the key contributor to the development of Earned Value Management (EVM) in the 1960's. The original concept was called PERT/COST. It was thought to be (and still is by some) overly burdensome to contractors who were mandated to use it.