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Not appreciating the differences between PPM and SPM—and falling victim to strategic portfolio management myths—will decrease your odds of success. Let’s clear up some of these common misconceptions (and address those pesky watermelons...).
Your backlog of projects and never-ending list of things to do far outpaces the capacity of the teams to deliver on them. What is a program manager to do? Follow these tips to help restore order.
Successful program managers create an atmosphere where team members aren’t afraid if they fail early and adjust. In return, they expect transparency, honesty, loyalty, engagement and alignment on objectives. By encouraging input from everyone, they bring out the best in their teams.
PMOs have not evolved as rapidly as the projects that they support. It's a fundamental barrier to creating PMOs that truly help to enable business performance. How can we overcome it?
We have to look at more than just the traditional project portfolio when it comes to advancing a business—and that means PMOs also have to look beyond projects. But what does that actually look like? Two specific portfolios are becoming more critical to organizational success.
Given the monumental engagement landscape of an organization that an enterprise program management office oversees, the skill requirements for an EPMO seem difficult to contemplate, much less possible to execute. Let’s look at a few behaviors that are needed to position the next generation of EPMO leadership for success.
As organizations strive to respond faster to ever-changing business conditions, their strategic decision-making windows get tighter. But they also need to remain open to a range of perspectives and input. How does that work?
Attempts to pursue maturity as defined by a model may lead a PMO—and the larger organization—to miss out on opportunities to improve performance in other ways. If your maturity model isn't the right approach, what’s the alternative?
Not everyone believes that PMOs have an important role to play. Some stakeholders still view them as reporting and oversight functions that have little relevance in today’s world. PMOs need to change that perception—and digital disruption is a good way to start.
There’s been a lot of focus on empowering project delivery teams to work how they see fit, but what are the implications of that for PMOs in terms of their day-to-day work? There’s no single answer, but a services menu model can help.
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"A lie gets halfway around the world before the truth has a chance to get its pants on. " - Winston Churchill |
