PMI Team Member
The best method to combat dysfunction is to make sure the PMO is working together as a team, but this can become difficult. Here are some ideas for keeping the PMO working together like a well-oiled machine instead of slowing down the work of the entire organization with conflict and a meaningless layer of management.
It’s that time of year again when thoughts turn to planning for the next year. What should PMOs focus on when building their business plan? Let’s explore this in terms of the process that a PMO leader should go through in building the business plan rather than identifying specific goals and objectives that might not apply to an individual scenario.
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.
There's a role in danger of getting lost with the current focus on corporate value and strategic leadership: the idea of creating an environment for the growth and support of project execution within the organization. Let's shift the focus away from the “office” part and more on the "project management" part of PMO.
What can PMOs do to improve their success rate and increase return on investment? A redefined vision of project management is essential. To effectively demonstrate their value, PMOs must evolve to meet the challenges of a dynamic business environment.
When the organizational environment is out of alignment with what the PMO believes it needs to achieve, how can you manage for success? One PM's struggle can hopefully provide lessons that will resonate with you as ways to improve your own efforts.
The next generation of IT leaders are being faced with suggestions that their organizations implement an Enterprise PMO--bringing all project execution functions under one umbrella. It's a nightmare for many a CIO, but Enterprise is a good thing--not a loss of control.
It may not always be apparent, but the goals of the Project Management Office and agile teams are well aligned. Both groups want to get to the same destination, but things often come adrift as soon as the best direction to travel is discussed. It doesn't have to be that way...
Organizations that take project governance for granted are headed for a fall. There is one area where governance seems to be failing in many organizations, and it's perhaps surprising--the PMO. That is incredibly dangerous, and here’s why...
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...
The process for developing an enterprise-wide strategic plan or a PMO is the same, with one exception--the PMO strategy needs to begin with the organization’s strategy, goals and related objectives. The big question for the PMO to begin with is: Where is the organization going and how can the PMO help it get there?
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"640K ought to be enough for anybody." - Bill Gates, 1981 |
