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.
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.
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.
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!
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.
In order to successfully implement and manage a project management office, one must first define what the office is. Sounds simple, right?
To fully appreciate the value of the Project Management Office, you need to look at how projects were run before the PMO.
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.
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?
Every organization goes through constant change. It is anticipating that change and adopting current methods and practices that will maximize value and success.
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.
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...
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.
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.
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...
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!).
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.
One manager's clients asked him to assist with improving the effectiveness of their PMO. They made it clear that the office was only responsible for the professional services arm of the business--and they weren’t prepared to discuss extending the scope of the PMO to include the product development team. Read on for more on this unique situation...
Have you considered an administrative support role for your PMO? Administrative functions within a PMO can work well and deliver tremendous efficiencies, but to work properly they require a very distinct environment.
Enterprise PMOs are going to continue to grow and evolve--and over time the vast majority of organizations will evolve their PMO models to an EPMO model. However, as we look at the way that companies manage their PMOs today, we can’t help thinking that there is a lot of work ahead.
As environmental concerns and sustainability become bigger issues across all aspects of society, there is an argument for taking a rather longer-term view of product development--the concept of whole lifecycle thinking, ensuring that the costs of the product are considered from birth to retirement. What can project managers do to help develop and implement the concept?