Creating a way to evaluate project performance may not be the first thought when creating a new PMO. But how else can it demonstrate value to the organization?
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.
You don’t have to be a big firm to have a PMO. Even small teams benefit from taking a high-level view of the portfolio.
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.
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?
A program management office’s “health” may be similar to our own in that with a few measurements, we can get a sense of the state of the PMO. In this article, we look at a PMO’s health in relation to time reporting, budgeting and project reporting. By periodically measuring the relative efficacy of these three areas, we might begin to get a sense of a PMO’s overall health.
Given the fast-paced environment within which most project managers operate, it is only natural that the closeout phase of the project lifecycle is often addressed in a rush. A closeout survey using one of the many tools available today is one approach to consider.