Have We Reached Peak PMO?

by Mark Mullaly, PMP

The average lifespan of a PMO from inception to demise is approximately two years. That raises numerous questions regarding the purpose and relevance of PMOs. Those questions, however, can probably summed up with one general one: Have we reached peak PMO?

From IT to Business-Driven PMO

by Michael Wood

If an organization is to ever realize the value a PMO can deliver, it needs to think outside the IT PMO box and become a business-driven PMO--one that is driven by the strategic goals and objectives of the organization. When this happens, the impact of projects are more dramatic and the IT components of projects are viewed in the proper context.

The Two-Tier PMO Model

by Andy Jordan

Many organizations are looking at a PMO hierarchy--a single, central EPMO that aligns with the portfolio and defines corporate-wide strategy, paired with departmental-level PMOs that are modified versions of the distributed PMO model that organizations are more familiar with. In this article, we look at some of the considerations necessary to build an effective two-tier model.

The Executive Status Report

by Tom L. Barnett, PMP

How should you craft a status report for the senior executive? You can increase the impact your message can have with the senior executive team by being sincere, being brief and making it count.

The Dangers of the Executive Commitment

by Andy Jordan

Cause and effect at the executive level can cost millions, but prevention is cheap! How can we prevent executives from making unrealistic promises--ones that can come back to harm everyone?

Making PM Make Sense in the Boardroom

by Mark Mullaly, PMP

If there is one thing almost guaranteed to make a project manager cringe, it's the idea of having to give a presentation to the executive or board of their organization. What is an executive-level audience looking for from its presentations, and how can you develop and deliver an effective presentation with confidence and credibility?

Being a Great Sponsor

by Michelle Stronach

Being a sponsor is a role, not a position--and with the role comes responsibility. How do you ensure optimal success for the project? How do you go from being a good sponsor to a great sponsor?

Ensuring PMO Success

by Patti Gilchrist, PMP

Despite their high failure rate, PMOs have the potential to deliver numerous benefits to the enterprise. Unfortunately, many PMOs fail. So what can executive leadership do to ensure success?

Tips to Impress the Risk Executive

by Joe Wynne

Your ability to properly anticipate risk executives’ needs and involve them into the management of your projects will set you apart from those who do not have this ability. These tips covering justification, communication, vendor selection and more will help you build this important skill.

The Case for the Chief Project Officer

by Andy Jordan

Projects are becoming more strategic, why isn’t project leadership? The argument for the CPO is becoming stronger and stronger, so let's consider the case for an executive responsible for project execution.

C-Level Best Behavior

by Ian Whittingham, PMP

What does a project manager most need from their executive sponsor to secure the success of their project? And what distinguishes the best executive sponsors from their C-level peers when it comes to achieving project success? How do they do that? More importantly, what is it that they do that makes such a difference?

Reprioritizing Your Projects

by Chi-Pong Wong

Projects need to be properly re-evaluated for appropriate reprioritization, but in many cases that isn’t happening in an optimal fashion. Return impacts need to be accounted for when new and existing projects are paired against each other during project selection.

What CEOs Want in a CIO

by Michael Wood

There has been a struggle to understand what CEOs are truly looking for in a CIO. Do they want a business professional that understands how to lead and manage an IT group, or do they want an IT wizard? The answer might surprise you.

Four Lessons CPOs Can Learn From

by Michael Wood

If you are new to the CPO position or just reaching for success, the guidance in this article will help. What are the most important lessons one seasoned C-level executive has learned along the way that might help other CPOs enjoy a rewarding and tenured career? Although many lessons come to his mind, four stand out--and they're universally applicable no matter what your position is.

Executive Disconnect?

by Andy Jordan

Why is there so often a communications chasm between project managers and executives in so many organizations? It’s all too common, yet no one ever seems to be able to solve the problem.

Strategic Portfolio Management

by Patti Gilchrist, PMP

When used effectively, PPM can increase the perception of IT’s value to the organization. So what can PMOs do to ensure that PPM processes are increasing IT’s value to the business?

5 Steps Toward PMO Success

by Kevin Kern

Ideally, it’s a centralized hub for organizing processes, managing special projects and facilitating the free flow of information across your enterprise. The ultimate Project Management Office is a model of defined and aligned processes, with results tracking and transparency to match. Try these tips for project management success.

IT Outlook: Increasingly Cloudy

by Michael Wood

Over the past five years, cloud computing has steadily expanded its reach, improved its performance, tightened its security and matured its offerings. In 2014, it looks like cloud computing will become a staple within the organization’s IT arsenal of prosperity leveraging tools. With that in mind, let’s take a look at what we can expect in the cloud computing space this year and beyond.

Portfolio Management: Simple is Often Better

by Michael Wood

Many organizations have benefited from a formal PPM process while others have been unable to develop productive PPM capabilities. The only real thing that matters is what approach to PPM will work best for your organization; the rest is just noise and distraction. Here is some guidance that you might find helpful in developing and/or honing your organization’s PPM function.

Organizational Culture: Essential Training for PMs

by Jiju (Jay) Nair, PMP

The availability of certification opportunities should not stop project managers from taking advantage of the most valuable of all the training that they can get: organizational culture training. So what should organizations and PMOs do to make their project managers much more savvy in addressing the corporate culture booby traps?

Worrying Productively About Complexity

by Ian Whittingham, PMP

Like all parables, Franz Kafka’s The Burrow illustrates a universal human behavior--that the more complexity we create, the more perplexity we feel in not knowing what is going on inside that complexity. And in the animal’s response to its anxiety we also see a behavior that project managers might recognize: a need to be continually on the lookout for early warning signs of problems when faced with complexity.

Taking the Long View in Software Development

by George Dinwiddie

Organizations that over-emphasize expediency can set themselves up for long-term losses. This article addresses strategies for taking a balanced approach--specifically, maintaining development capacity, maintaining code asset value and flexible tool selection.

PMOs: Moving Beyond the Project Resource Pool

by Andy Jordan

Portfolio management needs to begin with idea creation. But if the portfolio starts with the idea creation process, how does the PMO engage people beyond the reach of traditional project execution so that their ideas are captured?

Stakeholder Analysis Worksheet


Every project has stakeholders. Your job is to get to know the ones who will be crucial to your project. This analysis worksheet will help you get a feel for what to expect from various key parties who have an interest in your project.


"Anyone who has never made a mistake has never tried anything new."

- Albert Einstein