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    https://sophisticatedspectra.com/article/drosia-serenity-a-modern-oasis-in-the-heart-of-larnaca.2521391.html

    DROSIA SERENITY
    A Premium Residential Project in the Heart of Drosia, Larnaca

    ONLY TWO FLATS REMAIN!

    Modern and impressive architectural design with high-quality finishes Spacious 2-bedroom apartments with two verandas and smart layouts Penthouse units with private rooftop gardens of up to 63 m² Private covered parking for each apartment Exceptionally quiet location just 5–8 minutes from the marina, Finikoudes Beach, Metropolis Mall, and city center Quick access to all major routes and the highway Boutique-style building with only 8 apartments High-spec technical features including A/C provisions, solar water heater, and photovoltaic system setup.
    Drosia Serenity is not only an architectural gem but also a highly attractive investment opportunity. Located in the desirable residential area of Drosia, Larnaca, this modern development offers 5–7% annual rental yield, making it an ideal choice for investors seeking stable and lucrative returns in Cyprus' dynamic real estate market. Feel free to check the location on Google Maps.
    Whether for living or investment, this is a rare opportunity in a strategic and desirable location.

    Gerald I. Kendall, Steven C. Rollins, "Advanced Project Portfolio Management and the PMO: Multiplyin

    Posted By: Alexpal

    Gerald I. Kendall, Steven C. Rollins, "Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed"
    J. Ross Publishing | ISBN 1932159029 | 2003 Year | CHM | 4,21 Mb | 434 Pages


    After decades of improvement initiatives, the majority of project managers still fail to meet their goals. Executives are being fired in record numbers. This book traces the connection between these two facts and provides a mountain of surprising insights. The latest attempt to solve these problems, a center of project management intelligence and coordination called the Project Management Office (PMO), is correct but ill-fated. Without some fundamental change in its focus and approach, the PMO will become another passing fad.

    In hindsight, the mistakes that organizations and PMOs make seem obvious. Executives can deliver on their promises if, and only if, they can cause their organization to successfully and swiftly execute the right projects. Activate too many projects, and the system fails miserably. Execute some, but not all, of the right projects, and the results are insufficient to meet the goals. Execute projects sanctioned independently by functional executives, and project managers compete with each other over resources, without clear overall priorities. Some of these projects are "pet projects" of functional areas, without a direct link to overall organization goals.

    Project managers try to solve these problems in isolation from the executives whom they support. They focus on methodology, tactical data, and tools without having a breakthrough impact on project cycle time, project flow, and strategic value of projects. Our research shows that over 90% of current PMOs are not connected with their senior management team and have no metrics that matter to senior executives.

    Many executives have invested money in project management, but they have not addressed the root problems. Long-standing executive practices are at the root of many project management problems. But without working together, project managers and executives will continue to square off against each other, fighting over project schedules and resources. So time and money are wasted, and executives and project managers alike are very frustrated.

    This book provides the insights into why these problems exist. It identifies the root problems and provides a solution for executives, project managers, and the PMO. Complemented by case studies of organizations such as the American Institute of Certified Public Accountants, Babcock and Wilcox, Arlington County, Quintiles, TESSCO, and others, this book describes the missing, vital link between executive strategy and project management.

    This book tells executives what they must know to execute flawlessly, using portfolio management as a strategic weapon. Executives must understand the details, at least through Parts I and II of this text, to make project management work in their organization.

    To succeed and survive, a PMO must provide meaningful value to the senior management team. This value comes from information (the executive cockpit), recommendations, increasing project management flow, and accelerating durations. If these benefits are not obviously tied to the PMO efforts, we make this recommendation — start putting your resume together. However, before you do so, read this book. It details how to turn your PMO into a value machine. In this book, you will find the metrics, the road map, the processes, and the data to transform your PMO into the executive's and the project manager's best friend.

    For project managers and project teams, this book should initiate an important dialogue in your organization. If a handful of project managers or team members begin to question, in a non-threatening way, some of the things that do not make sense, this can become like a snowball rolling down a mountain. Meaningful debate and dialogue can be an important precursor to improving the practice and results of project management in your organization.

    In a few hours of reading and learning from the authors' combined 60+ years of experience, you will save years of pain and failure. Learn and succeed.

    Gerald I. Kendall
    Steven C. Rollins