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Three Practical Guidelines for Business Decisions

by Michael Nir

It is a practical approach to understanding why decisions are so complex and what can be done about it. In order to create the combination between top-down problem decisions (waterfall-like approaches) and local problem decisions (agile-project approach), here are three practical guidelines.

From CIO to CINO?

by Michael Wood

Is the Chief Information Officer the right person within an organization to take on the role of Chief Innovation Officer (CINO)? The answer to that question is, “It depends.” Specifically, it depends on the answer to a few questions...

Business-Focused PMOs

by Jiju (Jay) Nair, PMP

The common problem that has haunted endless PMOs is their inability to become credible partners with the businesses that they support. How can PMOs manage to come out on top delivering results that businesses can understand and incorporate into their strategic roadmap?

The Entrepreneurial PMO

by Patti Gilchrist, PMP

What can PMOs do to improve their success rate and increase return on investment? A redefined vision of project management is essential. To effectively demonstrate their value, PMOs must evolve to meet the challenges of a dynamic business environment.

The Strategic PMO: What About the PMs?

by Andy Jordan

In recent years, more visionary organizations have made their PMOs more strategic, giving them greater accountability for business-critical functions. But where does that leave the more tactical support that PMs used to enjoy from the PMO?

Evolving the PMO: From Project to Program to Portfolio

by Rob Saxon

Sometimes, the definition of the “P” in PMO is elusive. To effectively build, maintain and evolve a PMO, however, we have to be very clear about what this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.

How to Run a Small PMO

by Elizabeth Harrin

You don’t have to be a big firm to have a PMO. Even small teams benefit from taking a high-level view of the portfolio.

The PMO: An Organization’s 'Problem Child'?

by Andy Jordan

The more this writer talks to people about their PMOs, the more apparent it becomes that organizations frequently don’t know what to do with them--and he's not sure why that's a problem. Why do so many PMO “problem children” exist?

Agile Development: Great for Engineers, Not So Much for Project Management

by Tushar Patel

With over half of companies using a blended agile and waterfall approach to development, it’s critical to be aware of how an agile approach affects planning and alignment with the overall business strategy. Here are the most common challenges in enterprise agile development--and some tips for how smart companies are navigating the new landscape.

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.

PPM: Balancing the Portfolio

by Ian Whittingham, PMP

How does a company get the best return from the money it spends on projects? It’s a question that very many executives would like to know the answer to. Helping to find an answer to that question is one of the more important goals of Project Portfolio Management.

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.

Stakeholder Analysis Worksheet

PREMIUM deliverable

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.

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"It's not whether you win or lose, it's how you place the blame."

- Oscar Wilde

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