It’s time that we face up to a fundamental reality: organizations grapple with making project management work successfully on a consistent basis. Yes, there are exceptions--and some notable ones--but on the whole they simply prove the rule. It's time for a different approach.
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This column continues a multi-part series that addresses the practical steps and considerations in setting up a PMO in today's organizations. In this installment, we look at the blurry definitions of success.
Successful projects depend on effective collaboration between a diversity of stakeholders. Project managers can achieve effective collaboration through a more-informed awareness of the underlying values that motivate stakeholders to participate in their projects.
CIOs, listen up! You are affecting the lives of millions of project managers via your inaction. Most of it comes on the traditional "soft" issues--policy formation, governance enforcement and general execution on things. You think things are okay, but things are often horrible--and your inaction causes a lot of unproductive, unvalued work that takes time and effort away from completing projects. Here are five things you can do for the IT project manager down in the trenches (they cost nothing and yield decent financial returns and morale boosts).
When your project progress comes to a halt due to problems that affect multiple projects, use these steps to help the PMO remedy the situation--and show yourself as a successful, valuable project manager despite having a project with problems.
This month's column continues a discussion regarding the challenge of how to create Project Management Offices of value. This month continues this theme through a more detailed exploration of what it takes to create a value-adding PMO, how to get there and why it makes sense to do so.
Governance is the buzzword of the last few years, but is it being done properly? Our writer builds on a few experiences he's had with governance and considers some ways that we can improve things by bringing consistency to the process.
This article describes, in a very straightforward way, the four main concentration areas needed to maximize the chances of success for a newly established project management office. Scalability and fit to purpose, clear scope, reasonable requirements geared toward project managers, and marketing and communication will be discussed as the most important aspects to consider in these types of efforts.
If an organization is to ever realize the value a PMO can deliver, it needs to think outside the IT PMO box and become a business-driven PMO--one that is driven by the strategic goals and objectives of the organization. When this happens, the impact of projects are more dramatic and the IT components of projects are viewed in the proper context.
There are a few key reasons that lessons learned exercises fail over and over again. A significant part of the solution comes down to constantly creating—and revising—standard operating procedures.