PMO


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Project Selection and PMOs

by Andy Jordan

Project selection is a widespread challenge that requires a single point of accountability — ideally, a strategic project management office — that can provide the infrastructure and information support necessary to execute a ‘whole portfolio’ approach that is flexible and adaptable to ever-changing needs.

Where Does Your PMO Fit?

by Kristyn Medeiros

You already know there is no 'one type fits all' when it comes to a project management office. But does your PMO have a type at all? Does it attempt to do too little or too much? Or is it hemmed in by your organization’s oversight or lack of project portfolio management maturity?

Off the Beaten PM Path

by Naomi Caietti

Technical competency is not enough in a complex, competitive global marketplace. Project and program managers need leadership and business intelligence skills that support the strategic objectives of their organizations, says Nicholas Errico, author of a field guide that presents a fresh perspective to delivering value.

2017 Pulse of Profession

by ProjectsatWork.com

Project success rates have climbed and waste has fallen significantly as more organizations develop technical and leadership skills, establish project management offices to align vision with execution, and adopt agile approaches, according to Project Management Institute's latest Pulse of the Profession report.

Get Ideas Into the Porfolio Process

by Andy Jordan

An organization’s ability to achieve its goals is dependent on many things, but nothing is more critical than selecting the right projects to deliver those goals, and that means you need the best candidates. How do you maximize the chances of that happening? Start with the ideas.

Align the PMO with Agile

by Andrew Makar, PMP

A project management office can be a crucial advocate for agile transformation, but many PMOs act more like roadblocks. Here are some ideas for building alignment between your PMO and agile initiatives, particularly in the areas of governance, planning, scheduling and change control.

The Strategic PMO

by Andy Jordan

In the ongoing effort to link strategy with project execution, one entity can have a huge impact on an organization’s ability to achieve its goals and objectives — the strategic PMO. Here is an overview of an “up and out” approach that integrates groups and functions, dealing in the "currency" of relationships.

The PMO Symposium® Experience

by Robert Bulger

The 2016 PMO Symposium® focused on benefits realization, coinciding with PMI's annual update to its Thought Leadership Series on the same topic. In this article, a speaker shares his thoughts from the successful event.

Creating Lasting Value

by Sarina Arcari

The 2016 PMI PMO Symposium® has drawn to a close and as in year’s past, this presenter is glad to have some free time to reflect on the many valuable insights and wonderful networking opportunities that this event always delivers.

Portfolio Management: Just Do It!

by Jennifer Baker

Each year, the PMO Symposium® presents a great opportunity to meet and network with other portfolio managers and PMO directors from around the world. Here a presenter shares her rewarding experiences.

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