Most large global organizations will rely on “activist” enterprise program management office (EPMO) leaders by 2017, according to research analyst Gartner. The emerging role is a response to the need to significantly improve strategic execution, and increased pressure toward innovation and differentiation.
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If you are trying to set up project portfolio management, you will run smack into a unique workforce problem. Use these tasks in your WBS to help manage three sensitive groups that participate in projects to establish PPM.
It could very well be near the end of the world for your PMO unless your organization is prepared to properly address five undeniable trends: resource demand; predictive analytics; innovation; portfolio management-led integration of strategy, finance and operations; and, of course, Agile.
PMOs might take a page from New York City’s war on crime, which produced a sustained drop in reported crime. By focusing on solutions instead of symptoms, then targeting the most serious strategic or execution-related pain points, a PMO is more likely to make a transformative impact.
The forces that are driving changes in perceptions in projects, in process and in how we work in teams are real, significant and not going away any time soon. The pressure to deliver—and do so quickly—is continuing to ramp up. That has some fundamental implications for organizations, how they think about projects and how they think about project management.
What is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.
When it comes to standardizing project management practices, PMOs are essential. If your organization doesn’t have a PMO, here are some ways to approach the concept. (And even if you do have a PMO, they will serve as important reminders!)
Here's the golden rule of making your PMO work: Say what you mean; mean what you say.
There is one aspect of project management where it's rare to find any consistency at all within PMOs: project financials. Let’s look at some of the different options and see if we can figure out some models that might work effectively.
There is a lot of focus on PMO value and accountability at the moment, but how does that translate into work? What should a PMO actually be doing on a daily basis?