The unmistakable message to PMOs from the Gartner PPM & IT Governance Summit this year was that disruptive (and possibly catastrophic) winds of digital change will soon be buffeting your organization. Here are some takeaways from this year's event...
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The term “business transformation” can have a variety of meanings depending on who you’re talking to, but the question of how it relates to PPM was pretty well addressed at this year’s Gartner PPM & IT Governance Summit in Orlando.
An organization’s ability to achieve its goals is dependent on many things, but nothing is more critical than selecting the right projects to deliver those goals, and that means you need the best candidates. How do you maximize the chances of that happening? Start with the ideas.
Are you putting your PMO in the position to make the right decisions every time? While the PMO has many functions, one of the most important is to facilitate decision-making--either by senior project stakeholders or within their own teams as escalation points for project managers. In this article, we look at how to ensure that we are as effective as possible in that process.
In his Getting Project Risk Management Right webinar, Mario Trentim explained that we have to understand what project risk management is and what it is not so that we can get project risk management right. The session was packed with information, and here we cover the questions and answers that came out of that webinar.
Something often happens between the time an organization’s business plan and objectives are blessed by the CEO and the way they are executed throughout the year. It isn’t that the project managers don’t want to please the CEO, it is just that the process of getting the right projects defined and deployed is flawed. How can we combat this?
A new global survey on the state of PMOs finds its role continues to evolve and mature in the business environment, but metrics are lacking to measure value and effectiveness. In addition, as the use of Agile has increased, PMOs are challenged with how to apply it.
Governance is concerned with the best use of an organizations’ resources. Thus, effective IT planning processes are essential. Organizations must gain insight into (and ultimately retain control over) the demands being made on IT.
The biggest impact a PMO can have may well be before projects ever start, but is that how your PMO operates? If PMOs took a “grocery shopping” approach to project selection and allocation, the results would be far better than they currently are.
How does a PMO succeed when the organization isn’t focused on projects? Our writer shares an experience working with an organization in the position of not only needing an IT PMO that has more formal structure and communicates well with the business at large, but also in need of formal project execution in other business areas.