The reality is that implementing a PMO, whether strategic or tactical, has difficulties because the term means different things to different people—and there is no standardized or commoditized PMO-in-a-box. It requires the right executive and PMO management team.
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.
Save Time With Tools + Templates
This Power vs. Interest Matrix template—developed with Microsoft Excel and little bit of Visual Basic for Applications (VBA)—is the ideal tool for stakeholder analysis. Fill the fields with your stakeholders name, give a number to power and interest, classify the engagement and write the stakeholder's expectations. After all stakeholders are identified, print the matrix and keep monitoring the power and interest of each stakeholder during project execution.
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.
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
In recent years, executive leadership has come to a realization: The traditional “point of delivery” decision-making process for which project management practices to apply across thousands of ongoing projects, in multiple geographies and across different sectors is not achieving business goals. Read how one company affected change.
Have you found the right fit? To help ensure PMO success, you should utilize the three sides of the PMI Talent Triangle™ and clearly articulate job expectations for your PMO director.
The project management office is not always in the right position at the right time to help projects. But with some careful planning, you can set up the PMO to succeed.
What does it take to turn strategies into operational reality? What role do projects play in this effort? What is often missing when strategic initiatives fall short of their targets? Strategic initiative management provides a framework for resolving the issues and frustrations that many organizational leaders experience.
As organizations evolve to a more portfolio-driven approach, the need for a “management hub” for that approach will grow. How can the PMO establish itself as the hub of that approach, acting as the central function driving all non-operational activity?
In his Getting Project Risk Management Right webinar, Mario Trentim explained that we have to understand what project risk management is and what it is not so that we can get project risk management right. The session was packed with information, and here we cover the questions and answers that came out of that webinar.
An online forum focusing on hot-button themes of PMO setups--including why they don’t work, and what strategies and tactics can be used to address them--produced some key takeaways.
What role, if any, do PMOs play in shaping the future of project management? PMOs must not only understand the trends that are occurring within project management as a whole, they must act as the shapers of those trends within their organizations.
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.
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.
Ask a Question
|New PMO Manager Role||Mofolo Makhele||Oct 23, '16 1:02 PM||0||6|
|How often should a risk assessment take place?||Anupam Ganguly||Oct 21, '16 7:19 AM||0||7|
|How do you measure project success & project failure?||Anupam Ganguly||Oct 21, '16 7:16 AM||0||8|
|Schedule Estimate||Khushboo Singh||Oct 20, '16 12:26 PM||0||14|
|PMO or Project manager||Manoochehr Aghakhanloutakanlou||Oct 16, '16 5:01 PM||0||6|
|Who decides how many phases a project has?||Mounir Ajam||Oct 13, '16 1:41 PM||1||53|
|PMXPO & Conferences||Rami Kaibni||Oct 11, '16 6:14 PM||1||39|
|PMO vs CMO||Eileen Roden||Oct 9, '16 8:26 AM||0||8|
|What are the top 5 qualities of a successful project manager ?||Anand Jayaraman||Oct 9, '16 8:21 AM||0||2|
|Starting up a PMO at the State Government Level||Kevin Reigrut||Oct 7, '16 12:30 PM||0||2|
|Why Project Risk Management Fails - MindMap||Yasir Masood||Oct 6, '16 10:42 AM||0||7|
|PMO vs CMO||Anonymous||Oct 6, '16 7:41 AM||0||0|
|Microsoft Online Planner in project management||Ai Lee Teh||Oct 5, '16 11:30 AM||0||1|
|How to move towards a PMO without leadership push||Anonymous||Oct 4, '16 4:59 PM||0||4|
|Breaking bad news||Visswanathan KKN||Oct 4, '16 2:57 PM||0||16|
|Is there any template for PMO to view consolidated status of projects||PRABHU MISHRA||Oct 4, '16 2:53 PM||0||11|
|Project in a Box for Risk Management||Jawad Khalil||Oct 4, '16 5:22 AM||0||6|
|What is IRMS (Integrated Risk Management System)?||Muhammad Imran Sharif||Oct 3, '16 3:09 PM||0||2|
|PMO Services||Anonymous||Sep 28, '16 9:04 PM||0||3|
|What are the benefits of creating a Chief Project Officer position?||Tobe Phelps||Sep 28, '16 7:23 PM||0||13|
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