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.
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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!
Too often, PMOs become focused on just one or two aspects of project delivery. To truly succeed, they must ensure all variables are being managed effectively. Ask yourself these five questions for successful multithreaded management.
More and more PMOs are shifting their focus to consider how projects achieve business outcomes. That sometimes results in a different approach to PMO leadership, and the changes aren’t always positive.
The next generation of PMOs must adapt to meet the challenges of complexity and transformation. Adopting a new mindset and reconfiguring your PMO to make it lighter and more agile can help your organization expand its capabilities and provide significant benefits.
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.
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.