Projects are becoming more strategic, why isn’t project leadership? The argument for the CPO is becoming stronger and stronger, so let's consider the case for an executive responsible for project execution.
We now look to PMOs to take more of an active role within the entire lifecycle. For that expanded role to be successful, the PMO needs to be more than simply the guide and controller for project execution; it needs to be accepted into a leadership role within the organization--partners with business units and accepted experts on portfolio execution.
The PMO needs to ensure that the information contained in that database of historical information is organized in a way that not just the data can be retrieved, but also that the context of that data can be understood. If we don’t, then not only may the information not help PMs, it could lead them to significant errors in their planning.
If we don’t conduct the proper analysis but rather make assumptions about what is causing a problem, then we jump to our perceived solution--and more often than not we end up wasting time, money and effort on implementing the wrong solution. This article supports the presentation for Cause and Effect Analysis and provides a more detailed explanation of how the tool should be used.
When things go crazy, how do you ensure that process doesn’t suffer? PMOs will benefit from having a “process-lite” concept that could be used in emergencies--and more importantly, a framework for determining when the approach could be used.
When the organizational environment is out of alignment with what the PMO believes it needs to achieve, how can you manage for success? One PM's struggle can hopefully provide lessons that will resonate with you as ways to improve your own efforts.
What value are we actually delivering to the organization with highly condensed summaries? It makes us feel better to produce them, and executives can look at progress over time and get some kind of indication of what they are getting for their investment…but are dashboards actually driving any value?
A recent survey on PMOs identifies some interesting, and perhaps worrying, trends--from agile's influence to the percentage of PMOs who are reporting on their own effectiveness.
When the dust settles on the question of how to make PMOs deliver successful projects, only one question remains: How effective was the level of collaboration between a project manager, other shared groups and the PMO?
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.
Want your PMO to survive the current 50% rate of failure? Want the value your PMO delivers to be self-evident? Then align it with the organization’s strategies, goals and objectives--and become an integral part of the planning process.
If so many PMOs are seen as lacking in value by both the organization and the PMs that they support, then their days are numbered. So what’s the problem? Here we provide some ways to identify the trouble spots...and how to fix them.
The best method to combat dysfunction is to make sure the PMO is working together as a team, but this can become difficult. Here are some ideas for keeping the PMO working together like a well-oiled machine instead of slowing down the work of the entire organization with conflict and a meaningless layer of management.
There is one aspect of project management where it's rare to find any consistency at all within PMOs: project financials. Let’s look at some of the different options and see if we can figure out some models that might work effectively.
What is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.
While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits.
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...
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.
If governance is designed to ensure that project execution occurs appropriately, then who ensures that governance occurs appropriately? To try and avoid conflict, an organization needs to ensure that governance committees operate with a series of guidelines.
Major project failure can happen to anyone. What’s important is to make sure that the organization can recover from such a situation, and that requires both advance planning (it’s too late to start planning the recovery when the disaster has already happened) and strong execution. Is your PMO prepared?
An application has been bolted together piece by piece, and it’s threatening to break any day. It’s now been handed to the PMO with the mandate to try and modernize it--and make it a tool for today that can truly act as a hub for other tools without alienating the current user base. So what does the PMO do? Read about a voyage into (potential) salvation.
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.
Whatever the approach, mandate or processes adopted by each organization, you as the PM should be aware of the following best practices and ensure that they are adopted in one way or the other to guarantee your project’s financial transparency.
The idea of project rescue isn’t new, but it has become more prominent in recent years. It’s the idea of parachuting a new PM onto a failing project in order to quickly turn things around. Can your PMO grow from a project rescue experience?
When systems are operational in nature and not being implemented or changed, the organization changes from project management to just plain management. The PMO should not get lost in this transition.