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.
In Part 1, we looked at the rise of Project Management Organizations and the need to improve project success rates. Here, we will explore the expectations and what is required to create a sustainable and effective PMO.
In this in-depth, two-day event, four workshops led by leading experts and attended by a small group of peers will help you redefine your PMO (and earn PDUs in the process!). In Workshop 1 ("Be a Business Driver, not a PMO passenger"), Mark Price Perry looks at ready-to-apply examples of business-driven PMO success. In Workshop 2 ("Harmonizing Project Management and Agile – Viva la Revolution!"), Dave Prior explores the impact that agile can have on a PMO. In Workshop 3 ("Succeed by Managing the Portfolio Lifecycle: Ideas Through to Benefits Realization"), Andy Jordan examines portfolio execution. And in the final workshop, an open-space meeting with all attendees investigates Redefining the PMO: Issues, Opportunities, and Breakthrough Thinking. Attendance is limited, so sign up today!
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.
Creating a website on the SharePoint 2013 platform. I'm curious as to what documentation you'd ask the vendor to supply. They'll be doing the design, development and implementation but we'll be over ...
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.
I recently posed this question on Quora, knowing that there are a thousand potential answers - all of them probably valid when you spin them the right way. However everyone has a favorite which is bor ...
Question: Our manager resists my agile team using prototyping. She believes that the time spent on the prototype takes time away from completing the work we are supposed to deliver during the early iterations. How do we convince her that in the long run, it saves the organization time and money to use this technique?
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.
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.
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.
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.