La próxima generación de PMO debe adaptarse para enfrentar los desafíos de complejidad y transformación. Adoptar una nueva mentalidad y reconfigurar su PMO para hacerla más liviana y ágil puede ayudar a su organización a expandir sus capacidades y brindar beneficios significativos.
PMO leaders have had to examine and challenge virtually every aspect of their functions, including vetting, managing and deploying projects, and managing portfolios. Keep these four tips in mind to help manage through uncertainty.
How can PMOs--which are renowned for their classic command-and-control structures and often maligned for their lack of flexibility and strangling bureaucracy--even begin to share headspace with terms such as “lean” and “agile”?
Lean governance is a term that is being thrown around a lot, but what exactly does it mean? And is it important for the future of PMOs? Yes, but the challenge for PMOs might be in creating the environment where they can leverage lean governance.
Does your organization do a good job capturing and leveraging lessons learned on its projects? If not, perhaps responsibility for this crucial practice should be shifted from occupied project managers and teams to a full-time knowledge management coordinator inside the PMO.
For effective process capabilities to work, there needs to be an ongoing refinement to respond to the needs of the organization. We can make those updates in a vacuum, or we can update the process based upon what is genuinely working or not working. But how do you evaluate this?