Case study: improving information technology across the English Channel
‘Improving information technology across the English Channel’
The Eurotunnel Group relies on the efficiency of its IT systems. When growth created challenges from resource demand to project execution, Planview Enterprise helped Eurotunnel to establish efficient processes, create more transparency and improve budget control.
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This guide from Planview offers insights to help companies get started on the path to improve their product portfolios and what to look for when selecting a solution and vendor partner.
Bringing the products that your customers want to market at the right time and at the lowest cost is the most basic goal of product development. Yet with limited budgets, people and time, many organisations are hard-pressed to streamline their product portfolio processes, despite the fact that doing so has repeatedly proven to advance that very goal. Keeping the status quo, however inefficient, is sometimes all a product organisation can manage. Often, there are simply too many products ...
In this white paper, Planview takes a look at a common issue facing many companies: insufficient or unreliable data. Your performance predictions are only as good as the underlying data. But many companies still rely on manual spreadsheets as their only means of capturing and storing data. Is your company caught in the status quo of spreadsheet hell or is there something better? Is it worth the effort to switch to a different tool for data you can trust?
A gated product development process is often implemented by organisations to assist in scrutinising projects throughout their lifecycle to ensure only the fittest survive. Unfortunately, many of the checks and balances lack the teeth required to kill doomed projects before they squander resources. This article from Planview explains how can a television show such as Shark Tank can provide valuable insight into your gate meetings.
Pulling the plug on an in-flight project is hard. No one wants to be the person calling it quits, offending team members and admitting defeat. It is this mentality, however, that ends up sucking the life out of resources and budgets and setting the organisation up for continued failure because the process is broken. How can you ensure only the right projects survive, wrong ones are killed early and lessons are celebrated after an appropriate mourning period? It is going to take courage.