Welcome back to our favorite start-up, Konnect Software. Release 2.0 picks up moments after the end of our first Release. It's now the latter half of Friday afternoon, and we're finding Max Jackson in an enviable position—a weekend off. But a decision looms. It's not so much how Max answers, but in how she structures her success around the answer. Another glass ceiling needs to shatter. Along the way in this Release, we start to see how Max looks at life, HR and the pursuit of project management.
Identifying risks that are not related to the project is a common mistake, leading to incorrect analysis and poor responses. The end result is that risk management is frequently adding more waste and inefficiency instead of helping to increase project success rates.
Balanced Scorecard has been one of the most successful business management tools applied during the last few decades, leading to better business performance. The strength of the balanced scorecard lies in linking the strategy development with its planning to achieve the objectives.
The PMO can be a powerful tool to support organizational success. However, a PMO requires not just a well-defined purpose from the start, but ongoing redefinition to ensure fitness of use and value-based longevity. In this session, well-known industry experts will explain how PMOs can be positioned to deliver specific leadership team-determined business value, lead in the adoption and maturity of both traditional plan-driven and agile project-related practices, and drive effective execution of initiatives to achieve strategic goals.
This webinar will demonstrate the use of Total Quality Management tools applied to project management and the PMO.
A great deal of project and program management is focused on development, operations, and maintenance efforts. Looking at a Technical Readiness Scale (TRL) most projects fall into TRL 5-9, the more mature end of the scale. There is, however, portfolio, program and project management at the earlier TRLs that address early engineering (TRL 4/5), research (TRL 2/3), and fundamental science (TRL 1/2). There are significant differences in risk, personnel, stakeholder and other areas requiring management. This webinar takes a look at portfolio, program , and project management in these early TRLs in with the goal of eventual commercialization and movement of science to product or service.
PMO implementation is a great challenge. As a matter of fact, most of these implementations fail due to poor definition and, consequently, lack of support. This webinar introduces the Business Model Canvas applied to a PMO implementation with real-world examples. It provides a big picture to choose the best fit among PMO models, define its functions, processes and structure in detail, and lay out the foundations for a successful PMO implementation.
Save Time With Tools + Templates
Need a quick yet effective graphical summary of project status? Use this simple sheet to log the status (On Hold, Delayed, Risk of Delay, On Schedule) of various projects to produce a pie chart.
This timesheet sample template can be used for any organization or project to record the MHRS spent on every activity (and by whom) for cost monitoring purposes and payment purposes for employees.
This is a simple SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Matrix pre-populated with some of the questions that might help with completion of the analysis for a PMO. The template can be repurposed for other business functions using different questions.
Communication and leadership go hand in hand. You will fail as a project manager if you cannot communicate your intentions and the progress of your project to team members and executive management on a regular basis. This presentation will help you take the reins of your project by teaching you the fundamentals of communication.
This checklist helps you with the ins and outs of archiving your project for posterity.
Learn From Others
There is a need for every functional organization to establish a PMO. This will enable these organizations to streamline their project management processes—and allow projects to align with the overall objectives of the organizations.
Welcome to the crazy, frantic world that is a PMO. Join us each month for a serialized drama that centers upon PMO Director Maxine "Max" Jackson. Max leads a talented and diverse team at Konnect Sofware, a start-up software company. The company, and especially her team, are delivering cutting-edge technology. It's truly a dream come true. The real question is: How does Max juggle all the things she wants while keeping her customers and team happy, handling the breakneck speed of a start-up, growing her career and, at the same time, balancing a love life? She knows that if she can make the start-up work, it's her ticket to the work life she's always wanted. But it's hard. Keeping people happy is a full-time job...
Low client satisfaction scores. Inadequate project success. Internal coordination problems. Such problems can be found in many organizations. However, how many organizations find ways to deliver significant improvement in all three areas?
The lack of consciously managed alignment between PMOs can create inefficiencies and friction. It is now time for organizations to implement a comprehensive PMO strategy that manages an integrated ecosystem of PMOs rather than tolerates multiple independent PMO structures.
The term “business transformation” can have a variety of meanings depending on who you’re talking to, but the question of how it relates to PPM was pretty well addressed at this year’s Gartner PPM & IT Governance Summit in Orlando.
To deliver more significant and sustainable improvements, we have to shift our focus from efficiency to effectiveness. We also have to understand how the enterprise tools available to us can support that change, helping us to deliver innovation rather than acting as a drag on it. This is where PPM and similar vendors can assist.
The project workflow framework enables even the inexperienced project manager to use detailed step-by-step guidance, examples, tools and practical advice, freeing experienced project managers to manage programs and portfolios and promoting better use of project resources to reduce the cost of projects across all industries.
PMOs have a lot of things to worry about, there’s no need to add to the list with things that really shouldn’t matter. Does your PMO have clarity? In theory, this should be simple. In reality, it can be more complex--and that’s where PMO leaders frequently go wrong.
This paper describes the current situation in Kazakhstan regarding applying project management tools and techniques, both in the sphere of public administration and business. The author suggests the PMO model as a competence center for realizing projects within Kazakhstan and other developing countries.
How many of you have seen project reporting structures that strongly encourage you to present just the “nice looking” status to the CIO, subtracting any real project issues or concerns from the reporting? It's a problem on PM is very familiar with.
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