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One factor that has certainly driven the growth we have seen in remote work in recent years is the advancement we have witnessed in technology. Connectivity is so much easier and faster due to advancements in the areas of broadband, vpn, wireless, wi-fi, and LAN’s. For example, it has been estimated that currently 90% of households with a computer subscribe to broadband services.
These systems enable organizations to easily share, access, manage versions, secure and re-use content. Some examples include Document Management Systems, knowledge repositories, Content Management Systems, Digital Asset Management, and cloud computing. In summary, technology advances have led to richer forms of virtual communication, improved connectivity, easier and more productive collaboration, and better management of content. Sign up to receive updates on the latest strategy and news on growth, sales and innovation from eCornell directly to your inbox.
Top PostsHow to Write Market Positioning Statements March 20, 2015 Price Positioning Strategies March 7, 2015 Google’s 9 Principles of Innovation for Every… April 28, 2015 Hiring? Whether you’re in the process of identifying or implementing a vendor management solution (VMS), taking a best practices approach to contingent workforce management can help organizations better manage their temporary, consultative and professional services workforce. Partnering with a vendor that understands your business goals, company culture and what you’re trying to achieve is as important as having the right technology in place to measure and optimize results. Show support from executive leadership – Communicate to vendors that executive leadership is driving the program and where it fits into business goals. Define the scope of implementation to create shared understanding – Whether you’re proceeding with a phased approach or taking an accelerated path to implementation, make sure the vendor community knows your intent.
Make it known that compliance is not optional – Communicate that the program is mandatory and that all vendors must comply. Discuss measurable program objectives – Share with vendors the strategic optimization quality improvements you’re looking for, such as how you plan to achieve risk mitigation or what your objective is from a cost containment or rationalization perspective.
Standardize contracts by primary service segment – Terms and conditions will differ between an administrative and technical provider. Determine a clear pricing strategy – Decide if the pricing strategy will be based on a set mark-up or geographic rate card. Institute consistent funding and vendor payment terms – Whether you choose to fund your program as a percentage of spend, share the burden with the vendor community or fully fund the program, be consistent.
Get a rate commitment from vendors– If you don’t define terms upfront, you may experience vendors stating they misunderstood the engagement or have another reason they need to raise your rate.
Put performance guarantees in place – If a one week performance guarantee is built into the contract, be sure to also define what happens when it doesn’t work out. Establish an NPC – A National Primary Contract centralizes control and eliminates finger-pointing or work requirements “falling through the cracks”. The contingent workforce’s role in many enterprises has evolved significantly in recent years, with subcontractors, specialty firms and just-in-time solutions for both commoditized and highly skilled labor playing a larger role in day-to-day enterprise activities.
The opinions expressed by guest authors do not necessarily reflect the positions of Staffing Industry Analysts. This question gets asked so many times, and the interesting thing is, many of the questioners assume the answer is obvious – though they may come down on different sides of the equation! In a sense, the question comes from the name Project Management Office, which is a bit of a misnomer given the charter of modern strategic PMOs. As those projects were listed and reported to management they became portfolios of projects. Then while attempting to ascertain the resource capacity to take on the proposed projects, it became obvious that said capacity was constrained by non-project workloads.
With today’s modern PMO charter, having project management skills – even if you’re really good, isn’t enough. I was asked recently to “state the future for Knowledge Management over the next five years”.
Knowledge Management has always focused on two fundamental business capabilities: the ability to DEVELOP and to DELIVER knowledge to every point of request and need. In that regard, the drivers of future knowledge management ACTIVITY will be in support of these ever-growing mobile, social and internal channels of delivery. The ability to render meaningful context within and among content sources, so they show up in support of every interaction needed, at just the right time for those interactions, in just the right format.

Support for the almost infinite array of sources that could live in one common knowledge view: ability to identify, qualify, and secure WHO is providing information, and WHO should see it.
Platforms that are built to leverage knowledge: that can consume a rich context model, use it to drive tailored user experiences, and provide management tools that support progressive widening and evolution of both the information inputs and experiential outputs that are growing at an accelerated rate in almost all KM environments.
In short, these core capabilities of KM have never been more important, and will be the factors that make or break successful organizations in the future. While executing a best practice or business process, it is almost as if users need a seasoned expert standing over their shoulder. Customer Experience Management Blog - KANA SoftwareKANA makes every customer experience a good experience.
It is clear that recent technology advancements have made it easier to communicate and manage work without being located at the work location. However, exactly how has technology changed and what are some of the implications for remote work?
Broadband penetration has increased rapidly – only five years ago, this figure was at 65%. These connectivity advances increasingly allow us to work from anywhere, and the greater bandwidth supports more data rich forms of communication. Together,  these improvements are a big reason why we have seen such rapid growth in employees working outside the confines of the traditional office.
Bell is an Associate Professor of Human Resource Studies and Director of Executive Education in the School of Industrial and Labor Relations at Cornell University. Make Sure Your STARs are Aligned July 1, 2015 Recent CommentsLavon on What to Expect from the 11th Edition of the Uniform System of Accounts for the Lodging IndustryM.
This includes implementing technology and communicating expectations on how vendors should work with the technology and operational processes to meet your business objectives. Whether that’s cost control, mitigating risk or achieving compliance, improving operational efficiencies can help organizations leverage the contingent and services procurement workforce as a strategic component of the overall human capital management strategy and allows organizations to better manage spend, compliance, risk and efficiency.
This boosts adoption and engagement because vendors understand the organization’s commitment to the program. If you don’t communicate that it’s a mandated program, some vendors will perceive it as optional, making it harder to get to a steady-state.
By setting expectations at the forefront, you’ll eliminate back channel conversations, rogue spending and work-around processes. As you work with vendors, have some basic agreements that ask them to execute based on the segment of business.
Geographic-based rate cards are the best way to measure competitive pricing strategy, but mark-ups are sometimes necessary if you don’t have data or full visibility into rates. Information gets shared between vendors and not having consistency can create additional challenges. Put a stake in the ground and enforce that vendors live with the rates they committed to at the time of engagement.
This is especially helpful when working with a vendor organization that has multiple branches. Effectively managing this growing number of workers – who have many advantages from a management standpoint but also unique challenges and reporting needs – requires an in-depth and consistent approach.
Originally, a PMO was a temporary structure that ran the administrative and governance functions of large projects or programs.
First, the PMO became a permanent structure charged with oversight of all the important projects in an organization. So allocating and tracking work across resource pools became a must – and became the purview of the Project Management Office. While Project Management is still one of the charges of the PMO, it’s only a portion – and not the main driver. This got me thinking what, if anything, has changed about the focus and mandate of Knowledge Management (KM).
The proliferation of online and offline content and search tools, sophisticated content and web delivery models has not changed these two fundamental tasks. The drivers of knowledge management CAPABILITY will center around how to take the vast array of information sources and formats, and synthesize and synchronize them to deliver high quality, consistent user experiences for each channel. As customer, consumer and citizen use and expectation of online knowledge delivery continues to grow and rise, those organizations that can provide high-value, consistent, easily used knowledge will become the preferred ones, even as they avoid being overwhelmed by the complexity and cost of sub-optimized content management and delivery mechanisms.

As the leader in Customer Experience Management, KANA gives managers total control over the customer service process, so they can take care of their brand while taking care of customers. If you do proceed with mark-ups, reserve the right to implement geographic rate cards at some point in the future.
Likewise, when establishing insurance obligations, make sure everyone has the same requirement.
A single point of contact increases accountability and puts the onus on the NPC to manage their organization. This meant creating a standard methodology, monitoring status, and ensuring projects were executing according to plan while delivering value. While program and project management looks at allocating staff across a project or program, this was much broader. Strategic PMOs are really facilitators mediating the tough negotiations and decisions about how work is allocated and investments made across a diverse portfolio. If they are good at understanding business strategies, if they are good at understanding what makes their company’s business model tick, then probably.
In my experience, project managers are too focused on the project(s) at hand to consider the broader picture. If anything, the establishment of the internet as a core service and support platform (THE platform in many industries, and growing), as well as the rise of social media and mobile computing, has increased the importance of getting these two capabilities right. The skill that every information owner, knowledge worker, and decision maker needs is the skill of setting filters for their information requirements.
With that charter, the obvious choice to head the office would be a talented program or project manager. This initial type of PMO was still squarely in the realm of the project management discipline.
If you’ve ever chaired a steering committee meeting full of VPs arguing for their projects, you get the point.
There may be exceptions, but I agree that the PMO should know and address the nuances of the business.
So, to me, the future of KM is quite interesting, but it’s not so much a future of CHANGE as it is of evolving MATURITY. The number of information channels and tools, combined with the seemingly endless places where information is generated and stored, makes KM more critical than ever.
The vasts amounts of information that exist today live somewhere and can be accessed through the use of web technologies. If there were more project ideas than funding or resources, how should we decide which to fund and which to decline or defer? If you’ve had those tough conversations with business counterparts about how many resources are allocated to KLO (Keep the Lights On) work, you understand. We think the best project managers are true leaders that know how to lead projects to achieve positive business outcomes. That information can be piped into whatever application is being used to visualize the information.
Someone had the bright idea to look at projects like financial investments (which they are, of course) and project portfolio management was born.
If you’ve ever tried to answer the “what has your PMO done for me lately” question, you really get it.
And investment decisions are definitely in the realm of business planning, not project management.

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