CMOs, PIOs and PMOs, oh my! Does an organization really need all three of these offices, or would a better approach be to merge them? Enter the Alignment Management Office!
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Does modern project management technology allow for PMOs to be automated (and by "automated," we mean "eliminated")? And if so, should that be a viable option?
Organizational leaders often have preconceived notions of what a PMO is. But the PMO of today has evolved a lot from just a few years ago. Is it time to change the name as well?
The goal posts for effective resource management are moving again. Without an understanding of the people available—and the skills those people have—it’s virtually impossible to effectively plan for a portfolio of initiatives. Are you properly utilizing your talent?
The pandemic forced the construction industry to reconsider certain givens about program management best practices. What will program management look like as vaccinations continue and re-openings ramp up? What is the new normal for construction program management?
Finding the optimum level of governance, risk management and compliance enforcement is part of the secret sauce that makes for a successful PMO. What kind of ingredients make up the best framework?
Not every PMO can operate in the same way, but every PMO must have the same goal—to deliver value through improved project delivery performance. The problem? Leaders aren’t yet broadly accepting of PMOs as business functions.
Lean governance is a term that is being thrown around a lot, but what exactly does it mean? And is it important for the future of PMOs? Yes, but the challenge for PMOs might be in creating the environment where they can leverage lean governance.
Smaller companies can implement a “supportive PMO," which leverages their limited project management staff across more projects, making them more like project management consultants rather than direct project managers. (And, yes, it can even work with a team of one.)
PMOs remain the most misunderstood function in organizations today—often by leadership, and sometimes by the people running them. PMO best practices and organizational policies still focus too much on what PMOs do, not why they do it. And it needs to stop!