In recent years, more visionary organizations have made their PMOs more strategic, giving them greater accountability for business-critical functions. But where does that leave the more tactical support that PMs used to enjoy from the PMO?
The common problem that has haunted endless PMOs is their inability to become credible partners with the businesses that they support. How can PMOs manage to come out on top delivering results that businesses can understand and incorporate into their strategic roadmap?
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.
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?
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.
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.