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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.

The Right Way to Use Historical Data

by Andy Jordan

The PMO needs to ensure that the information contained in that database of historical information is organized in a way that not just the data can be retrieved, but also that the context of that data can be understood. If we don’t, then not only may the information not help PMs, it could lead them to significant errors in their planning.

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.

Controlling the Emergency Project

by Andy Jordan

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.

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.

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?

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.

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?

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.

PMO Repository: The Critical Ingredient

by Joe Wynne

Guidance provided by the PMO must be accessible and relevant. To really make your repository come alive, integrate social media. These critical steps will help with an upgrade or with establishing your first repository.

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!

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?

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.

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.

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.

Combating PMO Dysfunction

by Kenneth Darter, PMP

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.

The Path to the PMP (Part 6)

by Bruce Garrod

As we continue our PMP workout, we look at the Project Time Management knowledge area--which involves six processes that interact with each other and are described as discrete and sequential, but in reality may overlap.

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...

The Problem with PMOs and Governance

by Andy Jordan

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...

Recovering from Project Failure

by Andy Jordan

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?

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"But the fact that some geniuses were laughed at does not imply that all who are laughed at are geniuses. They laughed at Columbus, they laughed at Fulton, they laughed at the Wright brothers. But they also laughed at Bozo the Clown."

- Carl Sagan

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