New Year PMO Resolutions

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at andy.jordan@roffensian.com. Andy's new book Risk Management for Project Driven Organizations is now available.

I’m not a big fan of new year resolutions. They’ve always struck me as artificial—if something needs to be changed, then that change should happen regardless of what time of the year it is. Nevertheless, there is something about a change in the calendar that encourages us to take stock of where different aspects of our lives are and potentially make adjustments where necessary.

The same is true in the corporate world. There, the period of review and adjustment usually coincides with the organization’s new fiscal year—but that often aligns with the calendar year, so now seems to be a good time to look at the subject.

Specifically, I want to look at PMOs and consider the improvements that they may need to make to become more effective and efficient. Every PMO is different and will therefore need to assess its own strengths, weaknesses, opportunities and threats; but in this article, I want to highlight some common areas for improvement that I come across with clients. If you have a handle on each of these areas, then you are probably in a good place to deliver a successful 2019.

Relationships over transactions
The first area I want to look at is the interactions between PMOs and their stakeholders. The PMO stakeholder group is diverse—project managers, general corporate functions (finance, IT, HR, etc.), other business areas (and …


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