Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A Program Management Plan with a quality management section can fit the bill. In the concluding installment, we look at how you can guide this complexity.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A program management plan with a quality management section can fit the bill.
In Part 1, we looked at the rise of Project Management Organizations and the need to improve project success rates. Here, we will explore the expectations and what is required to create a sustainable and effective PMO.
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?
Project Management Offices often fall short of expectations. Here we look at the root causes for failing projects and how mature PMOs can improve project efficiency and effectiveness--and significantly reduce project delivery costs.
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?
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?
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.
Having a schedule process is sometimes more important than having a schedule. A schedule without a process to keep it up will turn into just a wistful dream about how one person thinks the project should go. Here are some points to ponder.
It’s that time of year again when thoughts turn to planning for the next year. What should PMOs focus on when building their business plan? Let’s explore this in terms of the process that a PMO leader should go through in building the business plan rather than identifying specific goals and objectives that might not apply to an individual scenario.
Do you ever wonder how far to go with formal documentation on a given project? PMBOK gives us an extensive set for project management standards from which to draw, but we don’t always choose to apply the full extent of these standards to every project--nor would it be appropriate to do so. Meet Project Sizing...
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.
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 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.
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.
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.
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?
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!
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.