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110 items found

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Peak Performance

by Geoff Choo

Mountains--and projects--are conquered one step (and one day) at a time. Mountain climbing provides evocative metaphors for overcoming challenges and achieving objectives. If you accept that project management is fundamentally about getting your team to work together to surmount terrible adversity, moving one step at a time toward a shared and common objective, then mountaineering provides an ideal setting to learn about leadership. Here's a guide on how to lead your team to the top.

Peer Review in the PMO

by Andy Jordan

Successfully implementing and managing a peer review program can be a challenging task. PMs sometimes feel threatened, discussions can get defensive and comments can be taken (or delivered) personally. So how do you implement peer review successfully with a PMO?

PM Training for Techies

by Andrew Makar, PMP

This article will describe one success story of how a PMO successfully implemented PM training in a technology-heavy and process-light organization.

PMI's 2015 PMO-of-Year Finalists


Project management offices for a U.S. military financial institution, a Canadian payment processing service provider and a global ticketing company are the three finalists for Project Management Institute's 2015 PMO of the Year Award.

PMO 101: Process Improvement

by Chris Craig-Jones

Process improvement initiatives require leadership, clear requirements, and teams specifically focused on implementation and training. In the fourth of a six-part series on enterprise best practices led by PMOs, here are some recommendations for pursuing process maturity.

PMO 101: Benchmarking

by Chris Craig-Jones

In the pursuit of improving IT project delivery, many companies focus on processes but overlook a crucial step: benchmarking. In the third of our six-part series on enterprise best practices, here are tips and techniques for establishing effective, iterative benchmarking.

PMO 101: Getting Started

by George Hunte

For organizations tracking and managing dozens, even hundreds of projects, a responsive, accountable project management office is crucial to success. In the first of a six-part series on enterprise project management best practices, we outline the first steps in creating a PMO.

PMO 101: The Rollout

by George Hunte

For organizations tracking and managing dozens, even hundreds of projects, a responsive, accountable project management office is crucial to success. After determining needs and level of maturity, a rollout plan must be developed. While there is no preset order for executing against this plan, here, in part two of our series, are suggestions.

PMO Accountability: Comments, Kudos and Brickbats?

by Mark Mullaly, Ph.D., PMP

There have been many arguments both in favor of holding the PMO accountable for project results--as well as several insisting that this accountability was inappropriate. As an answer, "it depends" really takes on a number of dimensions.


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Half this game is ninety percent mental.

- Yogi Berra