In recent years, more visionary organizations have made their PMOs more strategic, giving them greater accountability for business-critical functions. But where does that leave the more tactical support that PMs used to enjoy from the 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?
An organization running a fully outsourced PMO?! Crazy talk, right? Not so fast. Read on for a case study of an unusual PMO model--and what all PMOs can learn from it.
You don’t have to be a big firm to have a PMO. Even small teams benefit from taking a high-level view of the portfolio.
The more this writer talks to people about their PMOs, the more apparent it becomes that organizations frequently don’t know what to do with them--and he's not sure why that's a problem. Why do so many PMO “problem children” exist?
Project Management Offices often fall short of expectations. Here we look at the root causes for failing projects and how mature PMOs can improve project efficiency and effectiveness--and significantly reduce project delivery costs.
For agile teams, a traditional PMO can seem to Present Many Obstacles--but it does not need to be that way. With some alignment and time invested, they can be useful advocates.
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?
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?
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?
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.
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.
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.
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.
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.
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 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?
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?
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.
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.
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!
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.
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...
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.