Project Management

PMI Global Insights

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Whether it’s in-person or virtual, PMI events give you the right skills to complete amazing projects. In this blog, whether it be our Virtual Experience Series, PMI Training (formerly Seminars World) or PMI® Global Summit, experienced event presenters past, present and future from the entire PMI event family share their knowledge on a wide range of issues important to project managers.

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Cameron McGaughy
Julie Ho
Heather McLarnon
Laura Schofield
Michelle Brown
Kimberly Whitby

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Johanna Rusly
April Birchmeier
Nikki Evans
Dalibor Ninkovic
Dr. Deepa Bhide
Chris DiBella
Nic Jain
Nicholas Sonnenberg
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Jack Duggal
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Archana Shetty
Geneviève Bouchard
Teresa Lawrence, PhD, PMP, CSM
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Kristy Tan Neckowicz
Moritz Sprenger
Mike Frenette
O. Chima Okereke
David Maynard
Nancie Celini
Brantlee Underhill
Claudia Alcelay
Sandra MacGillivray
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Sharmila Das
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Erik Rueter
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Cheryl Lee
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Dan Furlong
Kristin Jones
Jeannette Cabanis-Brewin
Olivia Montgomery
Carlene Szostak
Hilary Kinney
Annmarie Curley
David Davis

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Viewing Posts by Paul Capello

Presentation Recap: Session 303: Running a Global PMO

By: Paul Capello
Consultant, Paul A. Capello LLC

A recent session at the PMI Virtual Experience Series: 9 June focused on how a global project management office (PMO) can add significant value to projects and to organizations. Here are responses to some of the questions raised by attendees.

Question 1: Where is time captured for this effort to determine TCO?

Total Cost of Ownership is subjective and can be calculated based on operational and capital costs for every project at the Pre-Planning using a PPPD (Proposed Project Profile document).

Question 2: What is your experience in tracking the value of the PMO in organizations? What benefit does it bring and how do you measure it?

My personal experience is based on not only quantitative or Financial ROI but also the qualitative (patient safety in my world). It can be measured in dollars and or metrics that are organization specific.

Question 3: Can we have information about your project management course for health care?

Please check the USF curriculum that starts in the Fall 2022.

Question 4: In one organization where I worked, we only had some projects that operations needed us in. In another client’s site, I saw they have a blanket mandate on all the projects. Is there a standard or is it as the organization wants?

There is no one size fits all. I have had clients that had separate PMOs (one in Planning and one in IT). The hierarchy of approval should go from projects to programs to portfolios based on strategic goals no matter what department.

Question 5: Where we can get PMO process tools and techniques?

My class offers more tools. Just email me for more info.

Question 6: How do you persuade or show the value of a PMO to management when unconvinced of its values? Also, can you guide us to some great PMO tools? 

You need to start with the “small wins” to show value. If you have enough of those the departmental leaders will come to you. Every management level has budgets and needs to adhere to those. That is the simplest way. Show it saves time and money. PMO tools like Clarity and MS Project usually do the job. Remember to keep it simple. Tools are only as good as those using them.

Question 7: What are tips for ensuring PMOs don’t restrict an organization’s agility?  Also, tips for integration/training to reduce power struggles and ensuring PMO isn’t viewed as a bolt-on?

PMOs adhere to the methodology used by the organizations. Power struggles are inevitable but results matter. It’s all about RESULTS that show value and Bolt-on usually does not have that purpose.


It was a pleasure being a part of this event. Full presentations will be on demand through 31 January 2023.  Visit PMI Virtual Experience Series 2022 for more details.

Posted by Paul Capello on: June 21, 2022 03:27 PM | Permalink | Comments (2)

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