Introduction Traditional timesheets are often viewed as administratively heavy, yet auditors typically require detailed time tracking to support capitalization calculations and financial reporting. Fortunately, it's possible to implement an effective alternative by leveraging a strong culture of estimation. This method calculates a clear cost per unit delivered (e.g., per story point), enabling precise financial tracking. […]

Most enterprises want the benefits of agile at scale – but few are set up to fund it properly. Without cross charging, value streams either become unfunded collaborators or fully siloed fiefdoms. You can’t realize value, you can’t share resource without penalty, and you can’t hold teams truly accountable. What starts as a structural shift

When organizations face pressure to reduce costs, the difference between strategic cuts and damaging ones often comes down to a single factor: the quality of their cost hierarchy design. Too often, cost hierarchies are either absent or poorly defined. The problem stays hidden until scrutiny intensifies – at which point, the lack of structure blocks

In enterprise delivery, few terms are more misunderstood than "program." At first glance, it seems straightforward – a program is just a very big project, right? Or a group of related projects? But when it comes to actually tracking and managing initiatives across a complex portfolio, this intuitive understanding breaks down quickly. The reality is

Today's enterprise organization is a complex ecosystem of initiatives, products, and value streams – some following traditional project structures, others operating in agile, and many blending both. Moving at high speed, each with interdependencies and risks, they require coordination to function effectively. Strong coordination drives execution; its absence leads to chaos. The PMO's role has

The accountability trap Who should be accountable for delivering an initiative? It’s a simple question, but one that many organizations struggle to answer. A common assumption is that Transformation should own delivery—after all, they define the strategy, align resources, and troubleshoot execution. But this is a critical mistake. Transformation is essential, but it should never

Introduction Excessive approval workflows are a quiet but persistent drag on delivery at large organizations. Each additional checkpoint delays progress, disrupts workflows, and frustrates teams – yet these layers of control often fail to deliver the oversight they’re intended to provide. In many enterprise organizations, traditional approval-heavy processes are more liability than solution. The way

Download the pre-built template To streamline the process, our downloadable template offers a starting framework, helping you cover essential elements while tailoring specifics to your unique requirements. The definitive guide to crafting an RFP for enterprise PPM tooling Introduction   This year, Kiplot has been chosen in every RFP we’ve participated in – a clear

Introduction Resistance to change in enterprise organizations is rarely about the complexity of the transformation itself. More often, it stems from deeper organizational dynamics – legacy systems, entrenched processes, and cultural norms that resist disruption. Left unaddressed, resistance slows progress and jeopardizes strategic outcomes. However, when managed effectively, it reveals critical vulnerabilities and highlights opportunities

Introduction In a previous article called ‘How to write effective OKRs’ we explored how OKRs are crucial for driving continuous improvement and innovation. In this article, we’ll explore the difference between OKRs (Objectives and Key Results) and higher-level strategic goals and the importance of aligning them. Whilst Strategic goals and OKRs are both designed to