Most project portfolio managers and PMOs continue to rely on traditional performance metrics to measure overall success. This article explores the benefits of using agile principles to track project performance with greater accuracy and quicker, actionable information that will prevent projects from failing with little or no warning.
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.
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.
2017 Information Systems: The Virtual PMO – A Unique Way to Deliver Maximum Benefits to Your Projects at Minimum Cost
Considering the implementation of a Virtual PMO, staffed with the best project manager resources available in your organization, and learn how you can leverage these resources to provide a more successful PMO at a minimum cost.
Closing Q&A webinar for March 2017 Book Club on How to Manage Complex Programs; High-Impact Techniques for Handling Project Workflow, Deliverables, and Teams by Tom Kendrick
Save Time With Tools + Templates
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.
Learn From Others
There is no one-size-fits-all PMO. They are as different as the organizations they contribute to and the people that work within them. So, what does the future of the PMO look like? This practitioner foresees three scenarios...
This PM has had enough of EPMOs. They were a good idea implemented badly, and we need a new model. He proposes…the EPMO?!
It's sometimes good to look outside the project management community for new ideas. Instead of listening to the digital disruptors of Silicon Valley, let’s take a look at internal audit (IA) functions. While IA has a different end goal compared to PMOs, we can learn from their approach.
Most organizations have multiple PMOs or PMO-like functions. How well are those different functions integrated together?
The forces that are driving changes in perceptions in projects, in process and in how we work in teams are real, significant and not going away any time soon. The pressure to deliver—and do so quickly—is continuing to ramp up. That has some fundamental implications for organizations, how they think about projects and how they think about project management.
What role does today’s PMO have to play in managing the project-related software platforms the organization relies on?
When a new PMO (or major new PMO process upgrade) is being rolled out, you can successfully survive the storm if you stay ahead of it. But if you know how to identify conflicts with your project activities and escalate those conflicts constructively, you will be bulletproof.
PMOs are becoming increasingly significant contributors to organizational value, but are they being perceived that way elsewhere in the organization?
Why do some organizations still not see the need for a PMO to support project execution in the modern business environment?
An effective way of thinking was used by Henry Ford in 1913 to create the first assembly line to mass produce automobiles. The concept was quite straightforward and easy to understand. What can PMOs learn from this?
PMOs oversee change, so why are they not bigger players when it comes to organizational change management?
There’s been a lot of talk about the role PMOs play in driving improvements in project and portfolio execution, but what about those PMOs that are still focused on traditional work elements?
How can you deliver and run a PMO in an organization with no internal project management skills? Learn how to integrate non-PM professionals into your PMO and build their capability to deliver successful projects.
Yes, folks…you do need to create and maintain a governing program organization chart for your large-scale project and/or program. It sounds simple, but the effects and gains can be dramatic if it is applied correctly. Keep these tips in mind to ensure success.
¿Que es una PMO?, ¿cuales son sus funciones?, ¿en qué nos ayuda en una empresa?, son preguntas que siempre se hacen cuando se comienza a diseñar e implementar una Ofician de Gestión de Proyectos (PMO). Pero ya en su trabajo diario ¿que tan útil es?, ¿qué se debe hacer para que se mantenga en el tiempo y madure?. Este estudio da algunas razones muy frecuente de porque fallan las PMOs en el Ecuador y que quizas se puede extrapolar a otros paises.
The article addresses how one can learn from and turn perceived project management oversights or snafus into solid PM strengths going forward, if one adopts the appropriate attitude. It is wise to reflect upon one’s project performance at the completion of an assignment to concretely reinforce the positives—but to also make mental notes and take corrective actions to close any obvious competence gaps.
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