Monday Oct 22, 2012

Smarter Ways to Unlock Your Unused Contingency Budgets

Cash flow is becoming increasingly important in the current economy; senior executives are looking for smarter ways of unlocking unused funds for new or ongoing capital expenditure projects. With project contingency budgets on average equaling 10 percent of overall costs, are you confident that you can release this cash without risking existing investments or the health of your overall project portfolio?

This is the central question posed in a new report from the EPPM board,
Hedging Your Bets? Optimizing Investment Opportunities for Great Cash Flow. The board is Oracle’s international steering committee, which brings together senior figures from leading organizations to discuss the critical role of enterprise project portfolio management (EPPM).

C-Level Visibility Will Unlock Funds
In addition to exploring how unlocking your contingency funds enables you to augment your cash flow (without resorting to expensive borrowing), the report offers a number of suggestions on how this can be done in a risk-free way, including

  • Building an effective governance framework that shows the demonstrable value of every project within the portfolio
  • Undertaking contingency planning risk assessments that give you complete portfolio wide visibility into all risk factors
  • Establishing executive ownership of the portfolio to promote a more realistic appreciation of the risk levels inherent in the portfolio
  • Creating a chief risk officer role that can review consolidated contingencies and risks so they are not considered in isolation

The overriding message behind the report—and the work carried out by the EPPM board—is the need for increased C-level visibility across the entire enterprise project portfolio to enable better business decisions.

Read the complete report in English, Chinese, German, or French.

Read more in the October Edition of the quarterly Information InDepth EPPM Newsletter

Wednesday Apr 25, 2012

Improving Performance Management and Project Control to Meet Cost/Schedule Milestones in DoD Procurement

In the wake of mounting economic pressure and historical shifts in defense strategy, priorities and tactics, Defense organizations are operating with significantly reduced budgets in FY2012. Despite the fact that Defense spending accounts for approximately 4.7 percent of the United States GDP, President Obama’s proposed FY2012 budget, which calls for $487 billion reduction over 10 years, significantly decreases the DoD’s buying power.

Although many Defense organizations have focused on IT reform and shared services to help them adapt to complex mission demands and diminishing resources, innovative program managers and procurement officers are implementing private sector solutions and practices to squeeze the highest value from new and existing defense programs.

It can be nearly impossible to build annual budgets that consider forecasted project and program work plans along with detailed cost data, particularly when attempting to reconcile actual and projected program costs with actual schedule performance.

Defense Systems is hosting a webcast sponsored by Oracle,on the following topic: Improving Performance Management and Project Control to Meet Cost/Schedule Milestones in DoD Procurement

In this upcoming webcast, Gary Winkler, former program executive officer for Army Enterprise Information Systems, and CEO of Cyber Solutions & Services, will share best practices and hard-won lessons aligning critical data on project performance, cost systems and schedules for truly big picture program management insight.

Participants will learn:

  • How to calculate project costs using direct and indirect costs per resource
  • How to determine if a project is ahead of or behind schedule, or over budget by analyzing the earned value of KPIs
  • Track the variances between forecasted budget and execution

To find out more information, register now for this live webcast.


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