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.
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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.
If a project manager can make or break a project, then a PMO can make or break a project manager. To get the most out of our project managers, this PM urges leaders to think differently about project management methodologies by considering the following...
Every PMO comes into existence with a specific purpose tied to two aspects: an organization's strategic foresight, and resolving problems plaguing successful delivery of outcomes. This article attempts to straighten the skewed perception of the PMO's role and address some of the so-called "stigmas" persecuting it.
As a company with multiple sites running independently becomes a consolidated organization, we must consider if a PMO is necessary or advantageous. Does an organic PMO organized and run as a grassroots operation by project managers work well enough? Does a PMO fit in our organizational culture? Is the cost of creating and maintaining a PMO worth the investment?