Nearly 1,500 IT program and portfolio managers, along with CIOs and other senior managers, flocked to Orlando for the Gartner Program & Portfolio Management Summit to gain insight into how to reinvent program and portfolio management in order to succeed in the fast-paced, largely uncharted digital age. In this article, an attendee and speaker gives his take on some key themes.
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In Part 3 of our look at political challenges for portfolio-focused PMOs, we explore project delivery work and some of the political challenges involved.
Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…
If we ask a PMO leader why their PMO exists, the answer is frequently at odds with what is evidenced by the work they perform. Why is that, and what can we do about it?
The value of the PMO depends on the benefit delivered to the client and, most important, on the client’s perception of that benefit. The first step to increase the value delivered is to acknowledge that what is important to the project management specialists might not be as important to the stakeholders.
Simple and effective automation can be used to publish and communicate one-page (or dashboard) project status reports using MS PowerPoint. This is one of the many uses possible and can be adapted to other needs. This approach, involving some VBA programming, can reduce repetitive and periodic tasks of reporting and uploading status reports.
In the first article of this series, we looked at annual planning processes and the role a strategically focused PMO should play in that foundational element of portfolio management. Continuing the look at political challenges for portfolio-focused PMOs, we look at the impact on project initiation and planning.
The closing Q&A webinar for our January Book Club on Managing the PMO Lifecycle was packed with so much information, the discussion continued afterward! Here, the author covers some additional questions and answers that came out of that session.
With more focus on strategy, more tool-driven automation and more diversity in project approaches, is there still a place for a PMO-driven center of excellence for project management?
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.