Many organizations are looking at a PMO hierarchy--a single, central EPMO that aligns with the portfolio and defines corporate-wide strategy, paired with departmental-level PMOs that are modified versions of the distributed PMO model that organizations are more familiar with. In this article, we look at some of the considerations necessary to build an effective two-tier model.
As organizations look to improve their performance, they often consider establishing a Project Management Office. The idea of creating a PMO is one thing; the actual implementation of it is entirely another. Taking a step-by-step approach and following some critical guidelines will help ensure your PMO’s chances for success.
You don’t have to be a big firm to have a PMO. Even small teams benefit from taking a high-level view of the portfolio.
If so many PMOs are seen as lacking in value by both the organization and the PMs that they support, then their days are numbered. So what’s the problem? Here we provide some ways to identify the trouble spots...and how to fix them.
Project Management Offices often fall short of expectations. Here we look at the root causes for failing projects and how mature PMOs can improve project efficiency and effectiveness--and significantly reduce project delivery costs.
In Part 1, we looked at the rise of Project Management Organizations and the need to improve project success rates. Here, we will explore the expectations and what is required to create a sustainable and effective PMO.
Can you start a PMO without being sure whether you will keep it, or do you have to commit up front? Can you treat the PMO itself as a project, and only commit to ongoing funding once the results of an initial set of tasks are known? The answers aren't so easy...
A quick Internet search yields lots of great information about the benefits of a Project Management Office (PMO): common processes, improved project selection and oversight, and best practices for eve ...
Every organization goes through constant change. It is anticipating that change and adopting current methods and practices that will maximize value and success.
I often say that establishing a project management office (PMO) is not for the faint of heart. It is a very difficult endeavor -- not just because it involves advanced knowledge, but also because it c ...
In my last post, we discussed the five basics of a PMO implementation plan. Here, I'll delve deeper into those five: 1. Current State AssessmentWhen assessing the current state, it might be helpf ...
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