The biggest impact a PMO can have may well be before projects ever start, but is that how your PMO operates? If PMOs took a “grocery shopping” approach to project selection and allocation, the results would be far better than they currently are.
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We keep positioning agile as an either/or proposition. And we do that in particular when we think about agile as compared to waterfall. There is an assumption that not only is agile different, but that agile has to be different. And that's a problem.
Too many organizations don’t connect the dots between strategy and the need for the organization to pursue an informed, aligned and enlightened approach to the implementing of those strategies.
Many organizations began their PMO journey in IT, but the traditional IT PMO is changing significantly. What does that mean for those PMOs, for IT and for organizations as a whole?
It would be satisfying to say we could simply remove those processes that add no value. In many cases, those processes had a worthwhile goal, they just failed to accomplish it. To solve this, PMOs can learn from the product development idea of a minimum viable product.
There is a lot of focus on PMO value and accountability at the moment, but how does that translate into work? What should a PMO actually be doing on a daily basis?
As the new year gets underway, what should your PMO resolutions be for 2019? This practitioner highlights some common areas for improvement that he comes across with his clients.
In a perfect word, PMOs will have a clear mandate, a set of goals and objectives—and a plan to achieve those goals. But PMOs rarely exist in a perfect world, so how do they still deliver value?
PMOs are business functions and need to be managed as such. That means delivering on an annual business plan, but how do you go about building and implementing that?
Need help evaluating your new venture? A hybrid review technique that integrates traditional evaluation techniques with agile practices might be just what you need.