PMOs have not evolved as rapidly as the projects that they support. It's a fundamental barrier to creating PMOs that truly help to enable business performance. How can we overcome it?
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Now on demand! We kick off the 12th edition of our annual virtual conference and exhibition with some spectacular speakers and game-changing sessions. This year’s keynote speaker is Derreck Kayongo, founder of the Global Soap Project. Whether you’re a seasoned PM or new to the field, this is an excellent opportunity to learn, network, earn PDUs, and broaden your perspective on project management.
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.
Sustainability-Focused Project Leader: Why We Are Uniquely Placed To Deliver the Sustainability Transformation
Bringing a sustainable future into our grasp relies upon the successful execution of thousands of well-conceived projects. Project management and project leaders are critical in achieving more sustainable practices. Executives must provide them with more flexibility in managing projects, moving past the traditional “iron triangle” of project management — managing time, budget, and quality. Sustainability cannot be achieved simply through rigid planning and traditional project targets. Project managers must be unleashed to reach these goals innovatively. CEOs should empower a new kind of sustainability-focused project manager to lead organizational transformation. The Project Management Office (PMO) can play an important role when analyzing new project ideas. It should develop new guidelines for sponsors and managers to increase the focus of their projects on such sustainable outcomes and benefits.
This webinar takes inspiration from the career renaissance of Oscar-winning Hollywood actor Matthew McConaughey. The session outlines Matthew’s own career transformation and extracts the key skills required to become a successful PMO leader.
In this webinar, I talk on How the PMP can transform itself into an Agile Management Office (AMO) and then subsequently into a Value Management Office (VMO) I interface this talk with data inputs, insights & learning from real time case studies , use cases and scenarios.
With the significant increase in automation of operations and the increase in change initiatives and project work, a new role is emerging in the executive committee. Companies are beginning to consolidate responsibility for orchestrating and successfully implementing the organization’s continuous transformation and significant strategic initiatives within a single C-level executive. And it’s not only multinationals and for-profit organizations. The chief project officer goes far beyond the traditional Project Management Officer role or the direct sponsorship of individual projects.
Save Time With Tools + Templates
The purpose of this tool is to conduct a self-introspection on attributes that are essential for a PMO leadership role. Self-identify your current level of the listed key PMO leadership attributes, completing the "Current," "Aspirations" and "Prioritization" columns. Use in conjunction with the upcoming on-demand webinar Evolution of a PMO Leader - Lessons from Matthew McConaughey.
This program financial tracker has a set of dashboards for a program to provide customers/client, and use to manage the financials of their program. The entry tabs allow the program to enter planning and actual material costs, funding sources, and labor costs (even with multiple CLINs) to a granular percentage of an employee's time. The dashboards are calculated from the data entered. The dashboards included: Balance Sheet (and graph); Material Costs; Monthly Expenses; and Funding Sources.
To help you in performing a PMO health check, use this worksheet and read our Conducting a PMO Health Check series. This template can be used “as is” or tailored to your liking.
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
We have to look at more than just the traditional project portfolio when it comes to advancing a business—and that means PMOs also have to look beyond projects. But what does that actually look like? Two specific portfolios are becoming more critical to organizational success.
Given the monumental engagement landscape of an organization that an enterprise program management office oversees, the skill requirements for an EPMO seem difficult to contemplate, much less possible to execute. Let’s look at a few behaviors that are needed to position the next generation of EPMO leadership for success.
As organizations strive to respond faster to ever-changing business conditions, their strategic decision-making windows get tighter. But they also need to remain open to a range of perspectives and input. How does that work?
Attempts to pursue maturity as defined by a model may lead a PMO—and the larger organization—to miss out on opportunities to improve performance in other ways. If your maturity model isn't the right approach, what’s the alternative?
Not everyone believes that PMOs have an important role to play. Some stakeholders still view them as reporting and oversight functions that have little relevance in today’s world. PMOs need to change that perception—and digital disruption is a good way to start.
There’s been a lot of focus on empowering project delivery teams to work how they see fit, but what are the implications of that for PMOs in terms of their day-to-day work? There’s no single answer, but a services menu model can help.
Is benefits realization a significant challenge in your organization? Perhaps it’s time to question your approach, to acknowledge that the process might be fundamentally flawed and results in a false sense of understanding what’s happening.
To be relevant and valuable, PMOs need to speak the language of their stakeholders—and that’s often not happening. When it comes to your PMO communications, it's likely that you're providing too much information—or not enough.
If a PMO is going to deliver the best possible value to the organization—both through its own actions and by enabling success in project delivery environments—having the right metrics applied in the right way, and leveraging the right responses, is critical.
Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.
Project Management Institute (PMI), the world’s leading authority on project management, and professional services firm PwC have teamed up to address how success being measured by project-based organizations impacts PMOs
If PMOs continue to focus on drawing attention to themselves to demonstrate value by collecting, consolidating and regurgitating various project metrics, they will never make a difference. PMO leaders are too focused on what they are and what they need, not what they do for others—and certainly not what they enable to happen.
How can you get more (and better) project manager candidates? Beef up your recruiting promotions. If your organization wants to generate more high-quality hires, then follow these tactics to identify and build on your company's strengths—and promote these in your recruitment communications.
For every shining exemplar of a PMO, there are dozens—if not hundreds—of failed examples fallen by the wayside. This is not a good look. PMOs often start in crisis as a desperate response to a situation gone sideways, and sincere questions about their value emerge once the crisis resolves (or endures).
Question: With all of the recent changes in project management, our PMO (Project Management Office) needs to update itself. I think those ideas for new ways of working must come from the project managers, but I can’t seem to get the PMO to listen to me. Is there a clever way to present my ideas, based on my experience delivering products and services for this company, so that the PMO might actually update its practices?
What constitutes a mature PMO in your organization? What should they deliver? And what should PMO leadership focus on when meeting with the C suite? Here we learn important PMO maturity lessons through the CEO lens.
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