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.
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When a company and its PMO was divided in two, this practitioner learned a lot about teamwork, talent management and leadership as he tried to steer the projects—and the organization—to success.
If we’re going to make a real difference to how PMOs operate—and how they support business success—then it’s the people who set PMO goals and objectives who have to be influenced. But that’s a challenge, because it’s not always easy to identify who those people are—or more accurately, should be.
When project management and corporate governance join forces, organizations can boost efficiency and maximize growth opportunities. A fully engaged IT project management office will assist senior managers in the prioritization of the best ROI and strategic projects and make certain that IT projects deliver what’s expected.
The nature, number and focus of projects is now extremely volatile. That requires PMOs to take a different approach to how they enable project success.
The COVID-19 pandemic is forcing organizations to rethink their strategy and refocus their investments. And just as our understanding of the crisis continues to evolve rapidly, our strategic response must, too, with continuous review and refinement to ensure it stays relevant. Here are four must-ask questions to support the process.
Project leaders need to know where to focus their attention and teams at all times or they risk higher costs, missed deadlines and unhappy stakeholders. Ruthless prioritization keeps the things that would be nice to do from getting in the way of the work that matters most.
We've already considered the need for leaders to embrace more innovative project investments as part of their recovery. Assuming that happens, there are going to be a lot more projects being delivered that are focused on achieving innovative outcomes, and that puts a lot of pressure on the PMO to perform. So how will things change?
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.
The COVID-19 pandemic has prompted a global project. In this article, the author looks at the comprehensive application of project management principles during this crisis.