Program and project managers are beginning to be challenged with the oversight and delivery of strategic initiatives brought about by emerging technologies. They are essential to address the changes necessary for organizations to operate and succeed in the emerging technology-intensive global business environment.
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When program management is born in a business, circumstances are seldom ideal . Yet when it occurs, businesses realize that program management's many benefits are just what is needed to fight the competition.
Program management offices can serve a useful purpose, or they can be extremely disruptive. When is the right time to implement one for your programs?
By giving focus to the personal value that individuals bring to the business, organizations show that the people are as important as their work. This value-based culture improves productivity, morale and commitment, but it doesn't get built on slogans.
Every company is different and complex in its own way. Each organizational detail needs to be taken into consideration in order to build a PMO that meets the company where it is now—and also allows the processes and project management structure to grow and evolve with the company. Here are some things this practitioner found helpful in building a strong and evolving PMO…
Historically, projects have had a bit of a love/hate relationship with speed. And if there is one characteristic that differentiates a business-focused PMO from any other, it is the ability to drive project execution as fast as the business requires.
As organizations increasingly face cybersecurity issues and make plans to stay a step ahead, there is a case for introducing information security (along with a proposed Security Review Board to stimulate the thought process) as part of project management processes.
An Agile Center of Excellence can not only assist but accelerate the adoption of agile throughout an organization, particularly in the areas of change management, communication, culture and coaching.
PMOs are a conduit for project communication between leadership and project teams. If a PMO is involved in some form of direct project oversight, there will inevitably be two forms of communication the PMO has to get involved in. What’s the best way to manage that communication?
Setting up a project management office is daunting. If you want your PMO to be accepted by your organization and get its permission to exist, you must focus on determining why your PMO is really needed.