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 the this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.
January 13, 2014 was an amazing day for us here at ProjectManagement.com. Everything you love about the site is about to get better. As a part of the PMI family, we will have the resources to step up our game and become more responsive to your needs than ever before. Our reach will grow exponentially, so more of your peers will be here to answer questions and to share ideas with. Some of these changes will take time and others you’ll see right away...read on for more about this exciting announcement.
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Karen Tate is the owner and founder of The Griffin Tate Group Inc. and partner in MartinTate, LLC. She has over 25 years experience in project management, and has written 5 books on the subject. Karen was featured as one of the top 12 Women Project Managers in PM Network Magazine. The focus of her books, Project Management Techniques, is absolutely key to success in the field. Dave Garrett recently sat down with her to discuss which techniques are most important and why.
Project Management 2.0
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Spotlight On: PMO
With everything going on in an organization, where does the PMO fit in? And how does it work with all the other components around it?
Spotlight On: Career Development
How many hours does it take to become a project manager? That’s not a trick question, but can become tricky when you try to answer it with any kind of precision.
|A.||Using company time and resources to create a prototype wastes money and delays the actual completion of a shippable or deployable product or software. Listen to your manager. She is in that position because she knows more than you do.|
|B.||Managers do not always “hear” unless you speak in their own language and frame practices from the “What’s in it for me?” point of view. Find a good non-software example with budget numbers she can relate to and then translate this to substantiate why you think prototyping is almost mandatory in your situation.|
|C.||If you are not allowed to use prototypes when they are clearly called for, work with your team to slow down the velocity of your output. When asked by the product owner or external customer the reason for the delay, point the finger at your manager.|
|D.||Explain to your manager that she does not know how to develop software. Convey that a firm part of every Scrum cycle is to develop a prototype before moving on to do other user stories in the product backlog.|
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