Twenty Eighty Strategy Execution
Resources
Industry Research
What are the top challenges, trends and issues affecting you and your organisation? From saving troubled projects to mitigating the unique risks in outsourcing to speaking the C-suite language, TwentyEighty Strategy Execution provides expert analysis in these topics through over thirty years of industry perspective. Our experts work with best-in-class global organisations and leading government agencies around the world to present to you concise and thought-provoking insights to help you solve your most significant business challenges.

Agile Practitioner
  • Developing Effective Agile Requirements
    Many Agile project managers are hesitant to employ use cases during the requirements gathering process because they are traditionally considered an aspect of the Waterfall method. Discover how use cases and user stories can be adapted and used successfully in an Agile environment.

  • Finding the Right Blend: Sometimes Pure Agile is Not the Way to Go
    Agile project managers need to be prepared to work in cooperation with non-Agile project managers, teams that employ traditional methods, and organisations that have resources scattered around the globe. Learn how to begin reaping the benefits of Agile without utilizing Agile methods exclusively.

  • Successful Solutions through Agile Project Management
    This paper highlights an approach for adopting the agile project management framework, identifies key challenges to implementing agile approaches, and showcases the roles of project management and business analysis in that context.

  • The Softer Side of Agile: Leading Collaborative Teams to Success
    Soft skills are essential to successful Agile collaboration. Learn what constitutes good, effective collaboration and communication and discover ways to motivate and empower your project team.

Business Analysis
  • Establishing & Maturing a Business Analysis Centre of Excellence: The Essential Guide
    This white paper outlines the standard operating practices necessary for a business analysis center of excellence and provides maturity level descriptions to help your organisation determine the stage at which its business analysis practice is currently operating. It also offers step-by-step guidance not only on the specific mini-projects that comprise a center of excellence, but also on the bigger picture of business analysis best practices.

  • Eight Things a Business Analyst Need to Know: A Practical Approach to Recognising and Improving Competencies
    Each year, organisations across the globe face astronomical project failure rates, often wasting millions of dollars per failed project. This paper examines the roots of project failure and centers in on the elusive, often undefined role of the business analyst.

  • The Global State of Business Analysis Report
    Our global survey of over 1,600 respondents, covering a wide spectrum of industries and organisations, reveals that most staff believe that their BA practices are "good", while the critical question remains: with widespread gaps in fundamental BA functions, is "good" necessarily good enough?

Business Skills/ Leadership:

Leadership & Communications

Organisational Improvement
  • An Inch or a Mile? Proven Practices in Measuring Learning Impact
    In today's environment, leaders of PMOs, CEOs and L&D professionals are all tasked with proving that the training provided to their project members are yielding a bottom-line benefit to the organisation. Leaders must be able to demonstrate the business impact of their learning investment.

  • Collaborating for Successful EVM: Five Fundamental Roles
    Planning, measurement and control have always been the basic tenets of successful project management. Unfortunately, for many organisations, these principles can be difficult to put into action – particularly in the form of Earned Value Management (EVM). While the concept itself is fairly straight forward and has been in use for some time now, successful EVM requires action and cooperation from virtually every person who touches the project.

  • Improving Sourcing Outcomes: The Three Cs of Vendor Management Success
    This paper examines the complexities of the sourcing environment and the five types of sourcing. It introduces the Sourcing Continuum, a model that illustrates, from both the buyer's and seller's perspective, the complexity and risk of sourcing initiatives. It also provides the Collaborative Sourcing Process, a repeatable life-cycle model that can be used to identify organisational activities for sourcing initiatives. This model serves as a guide to developing cross-functional competencies within your organisation, ultimately allowing your sourcing professionals to form collaborative teams and employ the communication essential to successful sourcing.

  • The Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage
    This paper introduces a three-phase Organisational Change Management Life Cycle methodology (Identify, Engage, Implement) designed to help organisations successfully manage a change initiative. For each phase of the life cycle, the paper describes valuable techniques for involving the people within an organisation. It also discusses the importance of developing a flexible, incremental implementation plan.

Project Management
  • Enterprise Analysis: Building a Foundation from the Top Down
    Whether you are seeking a business solution or considering a new business opportunity, systematic planning and examination of alternative options is key to determining the best project investment path. This paper examines the step-by-step process – enterprise analysis – of identifying and analysing potential solutions to a business need as identified by International Institute of Business Analysis (IIBA™).

  • Improving Sourcing Outcomes: The Three Cs to Vendor Management Success
    As the title of this paper suggests, three essential "Cs" are required for successful sourcing: competence, collaboration and communication. Understanding the intricacies of these three Cs, as well as examining sourcing in an ideal structure, will allow organisations to look at existing sourcing practices in a new way. Ultimately, this paper should prompt discussion of best sourcing practices within your organisation.

  • Risky Business: Organisational Effectiveness at Managing Risk of Outsourced Projects
    Nearly 95 percent of organisations buy, provide or both buy and provide outsourced services and functions, in which they face inherent risks created by new and unforeseen challenges. These risks create the need for a risk management culture that is essential for organisational success. This report seeks to explain how users and service providers identify, assess, mitigate, exploit and manage outsourcing risk, and more importantly, how effectively.

  • Risky Business: Organisational Effectiveness at Managing Risk of Outsourced Projects - Research Highlights
    This paper briefs on the highlights of the research, in Gaps in Organisational Risk Management Capabilities, Mixed Results Implementing Business Requirements, Focus on Managing Vendor and Contract Issues To Manage Risk, and Need For Improvement in Risk Management Skills.

  • Saving Troubled Projects: 5 Steps to Rapid Recovery
    Before the countless, money-wasting, reputation-busting projects of the world were failed projects, they were troubled projects. This paper examines the complex, high-stress period of assessment and recovery of such projects and offers five crucial steps for their successful recovery.

  • The Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage
    This paper introduces a three-phase Organisational Change Management Life Cycle methodology (Identify, Engage, Implement) designed to help organisations successfully manage a change initiative. For each phase of the life cycle, the paper describes valuable techniques for involving the people within an organisation. It also discusses the importance of developing a flexible, incremental implementation plan.

Programme/Portfolio Management
  • Delivering Successful Programmes: 10 Essential Steps
    This paper describes 10 vital steps of programme management that must be done right in order for organisations to successfully deliver the benefits of change initiatives. The steps, which may be performed by a programme manager or by others within the organisation, together address the three overarching responsibilities of the programme manager: effective governance, stakeholder management and benefits management.

PMO
  • The Global State of the PMO : An analysis for 2013
    For decades, researchers have been trying to grapple with the concept of the Project/Program Management Office (PMO) and how it works to improve overall business performance. Because project management has become integral across all industries and sectors, the PMO plays a vital role in offering strategic, tactical or operational guidance in day-to-day business through its involvement in project and program delivery. In its third annual survey with over 2300 respondents worldwide, TwentyEighty Strategy Execution has taken on the challenge of investigating the global PMO landscape.

  • The Global State of the PMO : An analysis for 2013 Research Highlights
    The results this year reinforce the belief that, while the PMO continues to be challenged by senior management and the C-level, the PMO is still vastly considered a valuable body within the enterprise. As with anything, the more investment that is made in the people, the more valuable the efforts are perceived. The same applies to the PMO. There are 7 key takeaways.

  • PMO Global Survey Report 2012
    This second annual global PMO benchmarking survey conducted in early 2012 with over 3,000 respondents takes a comparative view, determining what is trending, and what is not, in the PMO landscape. TwentyEighty Strategy Execution set out to explore topics such as the perceived value of the PMO,its role in sustainment of learning and how learning transfer impacts overall PMO maturity in a wide variety of industries such as energy, telecommunications, IT, construction, health care, manufacturing, government and financial services.

  • Taking your PMO to the Next Level
    Your PMO has a direct link, and contribution, to your organisation's bottom line. This paper examines various aspects of the PMO, including key functions, characteristics and challenges, and showcases attributes of a successful PMO. A four-step plan is also provided to improve your PMO's value to the organisation at large.

Top Ten Trends
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