If we ask a PMO leader why their PMO exists, the answer is frequently at odds with what is evidenced by the work they perform. Why is that, and what can we do about it?
Connect In Person
Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today— Here are more details on sessions and speakers.
New technologies, hybrid projects, the launch of a PMO—when the environment is constantly changing, how do you craft a schedule (or multiple schedules) for project success? Discover timely answers here—and only here—at the PMI Scheduling Conference 2017, exclusively for PMI members.
If the project manager wants to implement lasting changes, this webinar will help to understand these processes and offer a glance over formal tools and methodologies to manage all the complexity involved.
In this culturally rich webinar, the author proposes a new approach to analyze failure in projects: exploring common behavioral issues that leads to failure in management. At the end of this webinar, the attendee will have a clear picture of how behaviors affects the project results, and will visualize the necessary skills to address them.
In this webinar, the author applies concepts of strategic planning, change management and soft skills development, to provide a practical approach to increase PMO's value, helping to change perceptions such as "being a process cop", to create a culture where the stakeholders understand the value of the project management and become evangelists of the best practices.
PMOs Leading Transformation and Change: Whole System Transformation as an Approach for Driving Business and Sustainability
This presentation will focus on how key essentials of a Whole System Transformation modality contribute to the success and sustainability of PMOs efforts in driving business results.
Linking strategy thinking with doing presents a huge opportunity for project management both as a discipline and a profession to uniquely meet the strategy execution challenge. It is within this context that PMOs can step up to the plate and bridge the gap between crafting and delivering.
Closing Q&A webinar for January Book Club on Managing the PMO Lifecycle
Introduction webinar for March 2017 Book Club: How to Manage Complex Programs by Tom Kendrick
Save Time With Tools + Templates
This template is built for construction project control managers who need to keep track of quantities installed onsite and—with the same tool—produce a weekly/monthly report that supplies management with quantitative feedback about project status.
This log is a supportive template used for a telecom turnkey project, including but not limited to the following milestones: site acquisition, civil, telecom installation plus integration and acceptance. Use in conjunction with the article The Importance of Tracking in Planning.
After calculating the resources required (with the help of company productivity norms and with the time available), this schedule will help project stakeholders have a clear idea about the current and future manpower requirements for any given construction project.
If you're a senior PMO professional or a CTO/CIO considering an assessment of a PPM tool for your organization or department, this PDF presentation can help you consider the right questions before making any decision.
This checklist helps you with the ins and outs of archiving your project for posterity.
Learn From Others
The value of the PMO depends on the benefit delivered to the client and, most important, on the client’s perception of that benefit. The first step to increase the value delivered is to acknowledge that what is important to the project management specialists might not be as important to the stakeholders.
Simple and effective automation can be used to publish and communicate one-page (or dashboard) project status reports using MS PowerPoint. This is one of the many uses possible and can be adapted to other needs. This approach, involving some VBA programming, can reduce repetitive and periodic tasks of reporting and uploading status reports.
In the first article of this series, we looked at annual planning processes and the role a strategically focused PMO should play in that foundational element of portfolio management. Continuing the look at political challenges for portfolio-focused PMOs, we look at the impact on project initiation and planning.
The closing Q&A webinar for our January Book Club on Managing the PMO Lifecycle was packed with so much information, the discussion continued afterward! Here, the author covers some additional questions and answers that came out of that session.
With more focus on strategy, more tool-driven automation and more diversity in project approaches, is there still a place for a PMO-driven center of excellence for project management?
Project selection is a widespread challenge that requires a single point of accountability — ideally, a strategic project management office — that can provide the infrastructure and information support necessary to execute a ‘whole portfolio’ approach that is flexible and adaptable to ever-changing needs.
You already know there is no 'one type fits all' when it comes to a project management office. But does your PMO have a type at all? Does it attempt to do too little or too much? Or is it hemmed in by your organization’s oversight or lack of project portfolio management maturity?
What level of authority should a PMO have, and over what elements? More importantly, how is PMO authority perceived by other areas of the organization? When facing potential areas of contention, it's on the PMO to resolve these problems.
Technical competency is not enough in a complex, competitive global marketplace. Project and program managers need leadership and business intelligence skills that support the strategic objectives of their organizations, says Nicholas Errico, author of a field guide that presents a fresh perspective to delivering value.
Setting up a PMO for the first time? No project management experience? Learn how you can “wow” them! In Part 2, the author provides a step-by-step breakdown of setting up a PMO in 100 days and helps boost your chances of PMO success.
Ask a Question