It sounds like a terror-filled movie trailer from the 1950s: When Bad PMOs Happen To Good Companies. Don't get scared. Here's some help in making sure the PMO adds value.
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Many PMOs are struggling to survive the cost-cutting knife, facing staff reductions and increased workloads. It is during these periods of adversity that PMO leaders must take steps to discard the PMO’s image as a cost center and recast itself into a profit center.
Consistent, repeatable delivery execution is a goal of every organization. For Professional Services Organizations of any reasonable size, a Project Management Office is essential to achieving this goal. Too often, however, organizations do not have one or have not adequately structured and funded them to be effective. This is a missed opportunity to bring more value to your organization.
In this column, we discuss how to build a presentation that makes the case for your PMO--in a way that your audience is likely to be most receptive to receive it.
Contingency covers costs that are reasonably expected to occur but are not specifically known on a given project. Keeping estimates of contingency up-to-date and relevant to the current environment and phase of the project in real time can be a challenge. Through the use of a project information database, application of a PMO reserve, and the use of iterative risk planning, the authors offer a solution to this problem.
Managing Effective Collaboration in the Early Acquisition Life Cycle Stages of an Enterprise Application for the DoDby
Collaboration inside the Department of Defense is critical to program success, especially for enterprise-wide applications. DoD program managers face challenges unique to the DoD, including culture, organization dynamics and an abundance of complex statutory and regulatory requirements. Methods explored in this paper can assist the program management office (PMO) in achieving needed collaboration, and putting these in place at inception increases effectiveness.
There will always be instances in a project where something gets missed, a new feature is identified or some kind of customization needs to occur. When a successful PMO gets involved, there is an opportunity where a change-control process can take charge of requests.
Project measurement systems too often focus on what has been done, rather than whether the strategic goal is being attained. A PMO should capture metrics that help the organization understand where they are and what ongoing actions will deliver success. Developing the right measurement system with agreement from key stakeholders is critical.
Ever thought of a Project Promotions Office? We centralize many functions in a PMO, but what about promoting our projects?
As project managers we are often asked to attend “urgent” meetings on short notice. More times than not, these meetings are poorly run, inadequately attended, stray off topic and include too many topics to manage in the period allotted. Life does not have to be this way.