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WBS Tasks for a PPM Problem

by Joe Wynne

If you are trying to set up project portfolio management, you will run smack into a unique workforce problem. Use these tasks in your WBS to help manage three sensitive groups that participate in projects to establish PPM.

Portfolio Processes for Project Managers

by Kenneth Darter, PMP

Managing a portfolio can involve processes that are very different than project management processes. Project managers need to be prepared--understanding these three areas will lead to a better performing organization.

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.

Data Gathering in Portfolio Management

by Kenneth Darter, PMP

Making good business decisions while managing a portfolio often comes down to gathering the proper data and creating useful business intelligence. Here's some advice on four critical stages of the process.

A How-to Guide for PMO Implementations

by Matthew J. Ferguson, PMP, CSM

As organizations look to improve their performance, they often consider establishing a Project Management Office. The idea of creating a PMO is one thing; the actual implementation of it is entirely another. Taking a step-by-step approach and following some critical guidelines will help ensure your PMO’s chances for success.

Save the PMO!

by Jiju (Jay) Nair, PMP

Do C-level executives make arbitrary decisions to kill PMOs? Alarming as this idea may seem, many organizations nowadays are building up a track record in terminating the services of their PMOs right after kicking the tires.

The Danger for PMOs in an Automated World

by Andy Jordan

As PPM and similar software has become more prevalent, has your PMO evolved to embrace the tools? Here we look at how PMOs need to adapt and adjust in order to leverage technology.

PMO Trends

by Patti Gilchrist, PMP

Many PMOs do not fully understand their role within the larger enterprise. What can PMOs do to improve lackluster performance and increase the return on investment? Let’s look at a few of the emerging trends for PMOs to help answer that question...

The Problem with PMOs and Governance

by Andy Jordan

Organizations that take project governance for granted are headed for a fall. There is one area where governance seems to be failing in many organizations, and it's perhaps surprising--the PMO. That is incredibly dangerous, and here’s why...

PMO-level Issue Management

by Andy Jordan

Every project has an issues log. But what about the PMO? Does your PMO manage issues and maintain an issues log? Do you look for trends across the issues of different projects and take proactive steps to address them? Do you attempt to prevent issues through good communication? In this article, we look at a model for PMO-level issue management and suggest ways that it can improve the quality of projects that your PMO is responsible for.

The Show Must Go On

by Kenneth Darter, PMP

Managing issues on a project takes strategic planning and a little finesse so that issues do not turn into show stoppers. Do you have an issue management plan that can handle any problems and still keep the project on track?

Project Governance: Overcoming Obstacles

by Michael Wood

One of the primary roles of the PMO is to provide a framework for ensuring proper governance over projects. Here we look at some of the obstacles and challenges facing the PMO governance function--and some tips for overcoming them.

Annual Planning in the PMO

by Andy Jordan

The PMO must have an easy time of annual planning, right? It's a service function that provides resources based on the overall project portfolio, and the organization determines which projects to approve. Based on those decisions, the PMO knows how it needs to adjust its resource model. But life’s not quite that simple...

The Proactive PMO

by Andy Jordan

As a PMO leader, are you driving change, or is it driving you? In all too many cases, PMOs are reactive--implementing a solution in response to a problem. In this article, we argue for a more proactive approach.

Matching Scope and Benefits

by Andy Jordan

You won’t get the right benefits unless you start with the right scope. As project managers are increasingly asked to become involved in the business side of project execution, many elements they previously didn't have to worry about are now becoming relevant.

Dealing with Shifting Goal Posts

by Andy Jordan

Sometimes the corporate priorities change unexpectedly, and the projects that were approved at the start of the year are no longer appropriate for what the organization is trying to achieve. How can an organization cope?

Between Strategy & Projects: When Portfolios Don’t Fit

by Mark Mullaly, PMP

If portfolio management is about ensuring strategic alignment and strategic management is about defining organizational direction, where does one stop and the other start? Specifically, what should we expect a good strategic management process to define? And what does portfolio management expect and require as input in order to ensure that the results of portfolio selection are, in fact, “strategically aligned”?

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