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Where Does the PMO Fit?

by Kenneth Darter, PMP

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?

The Outsourced PMO

by Andy Jordan

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.

Evolving the PMO: From Project to Program to Portfolio

by Rob Saxon

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 this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.

How to Run a Small PMO

by Elizabeth Harrin

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 PMO: An Organization’s 'Problem Child'?

by Andy Jordan

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?

Helping Your PMO Help You

by Mike Griffiths

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.

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...

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"Ambition is like a frog sitting on a Venus Flytrap. The flytrap can bite and bite, but it won't bother the frog because it only has little tiny plant teeth. But some other stuff could happen and it could be like ambition."

- Jack Handey