Mountains--and projects--are conquered one step (and one day) at a time. Mountain climbing provides evocative metaphors for overcoming challenges and achieving objectives. If you accept that project management is fundamentally about getting your team to work together to surmount terrible adversity, moving one step at a time toward a shared and common objective, then mountaineering provides an ideal setting to learn about leadership. Here's a guide on how to lead your team to the top.
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Successfully implementing and managing a peer review program can be a challenging task. PMs sometimes feel threatened, discussions can get defensive and comments can be taken (or delivered) personally. So how do you implement peer review successfully with a PMO?
Executives send mixed messages when they trumpet strategic priorities and then throw their weight behind projects that aren’t aligned with those goals.
This article will describe one success story of how a PMO successfully implemented PM training in a technology-heavy and process-light organization.
Project management offices for a U.S. military financial institution, a Canadian payment processing service provider and a global ticketing company are the three finalists for Project Management Institute's 2015 PMO of the Year Award.
Process improvement initiatives require leadership, clear requirements, and teams specifically focused on implementation and training. In the fourth of a six-part series on enterprise best practices led by PMOs, here are some recommendations for pursuing process maturity.
In the pursuit of improving IT project delivery, many companies focus on processes but overlook a crucial step: benchmarking. In the third of our six-part series on enterprise best practices, here are tips and techniques for establishing effective, iterative benchmarking.
For organizations tracking and managing dozens, even hundreds of projects, a responsive, accountable project management office is crucial to success. In the first of a six-part series on enterprise project management best practices, we outline the first steps in creating a PMO.
For organizations tracking and managing dozens, even hundreds of projects, a responsive, accountable project management office is crucial to success. After determining needs and level of maturity, a rollout plan must be developed. While there is no preset order for executing against this plan, here, in part two of our series, are suggestions.
There have been many arguments both in favor of holding the PMO accountable for project results--as well as several insisting that this accountability was inappropriate. As an answer, "it depends" really takes on a number of dimensions.