Think that's a bad word? Think again. The role of the Project Management Office can be a difficult thing to describe or nail down, but in the end the PMO should be enabling everybody else to do their jobs--and do them well.
Ideally, it’s a centralized hub for organizing processes, managing special projects and facilitating the free flow of information across your enterprise. The ultimate Project Management Office is a model of defined and aligned processes, with results tracking and transparency to match. Try these tips for project management success.
The next generation of IT leaders are being faced with suggestions that their organizations implement an Enterprise PMO--bringing all project execution functions under one umbrella. It's a nightmare for many a CIO, but Enterprise is a good thing--not a loss of control.
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.
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.
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.
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.
We all know that process improvement is important, but who should deliver it? Whoever owns a process should also be accountable for the improvement of it--and when we are talking about PM processes, that frequently means the PMO.
As a PMO leader, are you driving change, or is it driving you? In all too many cases, PMOs are reactive--implementing a solution in response to a problem. In this article, we argue for a more proactive approach.