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Have We Reached Peak PMO?

by Mark Mullaly, PMP

The average lifespan of a PMO from inception to demise is approximately two years. That raises numerous questions regarding the purpose and relevance of PMOs. Those questions, however, can probably summed up with one general one: Have we reached peak PMO?

A Hierarchy of PMOs?

by Andy Jordan

Is the new trend to create Enterprise Project Management Offices resulting in too much separation between decision making and execution--and if so, what can be done about that? How do we maintain and strengthen relationships between an EPMO and the PMs that it relies on to succeed?

Ensuring PMO Success

by Patti Gilchrist, PMP

Despite their high failure rate, PMOs have the potential to deliver numerous benefits to the enterprise. Unfortunately, many PMOs fail. So what can executive leadership do to ensure success?

The Litmus Test for PMO Success

by Chi-Pong Wong

Although some feel that the labels PPM, PgMO and PMO should be used to distinguish management offices, their sharing of very similar governing processes and common characteristics have caused many to continue to use the term “PMO” to apply to all of them. Here, we identify six key virtues that make or break any one of the aforementioned acronyms.

The PMO Decision: Should You?

by Mike Donoghue

Assuming you don’t have a PMO, do you think you have what it takes to create one? There are many reasons to think that having a project management office is a great idea, but you should put a little soul searching into the effort to really determine if you're ready for it.

A How-to Guide for PMO Implementations

by Matthew J. Ferguson, PMP, CSM

As organizations look to improve their performance, they often consider establishing a Project Management Office. The idea of creating a PMO is one thing; the actual implementation of it is entirely another. Taking a step-by-step approach and following some critical guidelines will help ensure your PMO’s chances for success.

Implementing a PMO: Does it Have to be So Hard?

by Bill Dow, PMP

Starting a PMO is a daunting position for any PM to be in. If you are in a jam and need to get going, here are nine steps one author recommends you follow to get started.

A Barrier to PMO Progress

by Andy Jordan

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.

Demonstrating Value and Measuring Success through Planned Management

by David Blumhorst

PMOs will have different contributions to the business based upon their unique mandate, goals and objectives. It is important to remember that PMO contribution is a matter of planned management execution, not an automatic or guaranteed success.

Big Data: Is it a Big Deal for PMOs?

by Patti Gilchrist, PMP

Big Data has become a hot topic these days. In fact, some are calling it “sexy”. So what does this all mean? Even more importantly, will this emerging trend have an impact on the PMO and its role in the organization?

A Marketing Lesson for the Enterprise PMO

by Michelle Stronach

Operating at the executive level creates a conundrum of perception and political challenges for the Enterprise Project Management Office over and above those faced by departmental PMOs. Looking to establish an EPMO? Why not take a few notes from marketing on how to position your unit in the organization for sustainable success?

Save the PMO!

by Jiju (Jay) Nair, PMP

Do C-level executives make arbitrary decisions to kill PMOs? Alarming as this idea may seem, many organizations nowadays are building up a track record in terminating the services of their PMOs right after kicking the tires.

The PMO Value Problem

by Andy Jordan

Why do you have a PMO? The value of PMOs is not well understood. It’s important to understand and explain their benefit--but how? This article offers some thoughts on how PMO leaders can demonstrate real value to their organizations.

The Cure for the PMO Headache

by Patti Gilchrist, PMP

PMOs can add significant value to an organization and be vital to the overall success of enterprise initiatives. But bloated processes and burdensome administrative overhead often lead to a fatigued delivery model. MIDOL to the rescue!

The Value-Adding PMO: Myth, Mystery or Might-Just-Be-Possible?

by Mark Mullaly, PMP

If we assume that most people want to do meaningful work--and that these people also find their ways into PMO roles--value should theoretically come out the other side. That this does not occur suggests there is something wrong about how we are defining what PMOs should do, the functions that they should perform or the manner in which those functions are being delivered.

How PMOs Can Help Agile Projects

by Mike Griffiths

It may not always be apparent, but the goals of the Project Management Office and agile teams are well aligned. Both groups want to get to the same destination, but things often come adrift as soon as the best direction to travel is discussed. It doesn't have to be that way...

Is Your PMO Set Up for Success?

by Rob Saxon

The tasks the project management office are faced with can be daunting, so it may be helpful to keep a few basic tenets in mind. To set up your PMO for success, your best bet is to play it S.A.F.E., and play to win.

Defining a PMO

by Kenneth Darter, PMP

In order to successfully implement and manage a project management office, one must first define what the office is. Sounds simple, right?

Achieving True PMO Value

by Michael Wood

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.

What Was it Like Before the PMO?

by Matt Patee

To fully appreciate the value of the Project Management Office, you need to look at how projects were run before the PMO.

Building Your PMO for Fun and Profit

by Andy Jordan

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.

PMOs vs. PMs

by Kenneth Darter, PMP

If an organization is engaged in project work on a continual basis, a project management office may be the best investment in securing successful projects. What are the benefits of having a PMO versus just having project managers?

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- Ingrid Bergman

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