≡ Sections
ADVERTISEMENT

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?

Evaluating Organizational Readiness for a PMO

by David Blumhorst

Adoption of a Program Management Office is not a decision that should be made quickly or taken lightly. Careful preparation, clear alignment with organization objectives and stakeholder feedback are critical to a PMO’s success.

PMO Trends

by Patti Gilchrist, PMP

Many PMOs do not fully understand their role within the larger enterprise. What can PMOs do to improve lackluster performance and increase the return on investment? Let’s look at a few of the emerging trends for PMOs to help answer that question...

You Wanna Be Starting Something?

by Mike Donoghue

Determining the nature and scope of a project is essential to refining how the resulting effort will accomplish business needs. A crucial component of this is having the knowledge of the business environment and the demands it must meet.

Project Governance: Overcoming Obstacles

by Michael Wood

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.

PMO Lite: Nightmare or Opportunity?

by Andy Jordan

Can you start a PMO without being sure whether you will keep it, or do you have to commit up front? Can you treat the PMO itself as a project, and only commit to ongoing funding once the results of an initial set of tasks are known? The answers aren't so easy...

PMO Team, Assemble!

by Kenneth Darter, PMP

In the movie The Avengers, a team of super heroes joins forces to combat a threat that human forces cannot defeat. The PMO can learn valuable lessons from this story about how to assemble a powerful team (but please, no smashed buildings!).

Lean Agile PMO: An Oxymoron?

by Michael Spiteri

How can PMOs--which are renowned for their classic command-and-control structures and often maligned for their lack of flexibility and strangling bureaucracy--even begin to share headspace with terms such as “lean” and “agile”?

ADVERTISEMENTS

"Imagination is more important than knowledge, for knowledge is limited while imagination embraces the entire world."

- Albert Einstein