7 items found

Unleashing the Power of the PMO

by Meredith Landry June 24, 2013

When a project management office (PMO) is leveraged to its full potential, it can foster strategic alignment, improve project performance, develop future project leaders and support the success of the entire organization. But if the same PMO is left to languish without leadership and support, it can become a burden on the bottom line. This article examines how a successful PMO can be the difference between an average and a world-class organization. In doing so, it reports the results of a 2012 survey conducted by The Hackett Group, showing that of 200 large global organizations those with high PMO use had higher IT costs and failed to deliver projects with higher ROI. It describes the challenges facing organizations including implementing a PMO as well as implementing a PMO that works. It defines a successful PMO as one that works toward delivering concrete strategic benefits to the organization. The article discusses how engaging with business owners to ensure the PMO's work aligns with the organization's strategic goals and reviews how leaders need to outline the standards, processes and practices that projects across the organization will follow. It notes how to measure a PMO's effectiveness and discusses how measurement and accountability are the primary drivers of an effective PMO. It also notes how top-performing organizations invest in the training and development of their project talent, which can help increase an organization's project management maturity and boost its bottom line.

Using and Managing Contingency: Part 2--Cost Contingency

by Harvey A. Levine March 12, 2001

In this second of a three-part series, the author discusses the use and management of cost contingency.

Using and Managing Contingency: Part 3--Resource and Scope Contingency

by Harvey A. Levine March 12, 2001

In this conclusion of a three-part series, the author posits that contingency planning is essential for establishing attainable and manageable schedule and cost targets. However, contingency can be applied to resources and work scope, as well.

Using and Managing Contingency: Part I--Schedule Contingency

by Harvey A. Levine March 12, 2001

In this first part of a three-part series, the author focuses on overcoming time (scheduling) constraints.

Using Past Fails to Up Your Future Game

by Brian Anthony O'Malley March 2, 2018

The article addresses how one can learn from and turn perceived project management oversights or snafus into solid PM strengths going forward, if one adopts the appropriate attitude. It is wise to reflect upon one’s project performance at the completion of an assignment to concretely reinforce the positives—but to also make mental notes and take corrective actions to close any obvious competence gaps.

Using Program Management and Architecture to Manage Fundamental Change in Business Organizations (Thinking of Business Organizations as Systems)

by Frank Winters November 5, 2001

One way to ease the inevitable change in your organization is to employ the principles of program management and architecture. This first of a two-part series will outline how to do just that.

Using Program Management and Architecture to Manage Fundamental Change in Business Organizations (Thinking of Business Organizations as Systems)

by Frank Winters November 19, 2001

Implementing change is a lot easier when your ducks are in a row--or rather, when your team members and stakeholders are aligned. This second in a two-part series discusses alignment and architectures to face organizational change from a program management angle.