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151 items found

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Unleashing the Power of the PMO

by Meredith Landry

When a project management office (PMO) is leveraged to its full potential, it can foster strategic alignment, improve project performance, develop future project leaders and support the success of the entire organization. But if the same PMO is left to languish without leadership and support, it can become a burden on the bottom line. This article examines how a successful PMO can be the difference between an average and a world-class organization. In doing so, it reports the results of a 2012 survey conducted by The Hackett Group, showing that of 200 large global organizations those with high PMO use had higher IT costs and failed to deliver projects with higher ROI. It describes the challenges facing organizations including implementing a PMO as well as implementing a PMO that works. It defines a successful PMO as one that works toward delivering concrete strategic benefits to the organization. The article discusses how engaging with business owners to ensure the PMO's work aligns with the organization's strategic goals and reviews how leaders need to outline the standards, processes and practices that projects across the organization will follow. It notes how to measure a PMO's effectiveness and discusses how measurement and accountability are the primary drivers of an effective PMO. It also notes how top-performing organizations invest in the training and development of their project talent, which can help increase an organization's project management maturity and boost its bottom line.

Unlock Your Leadership Potential: Strategies for Immediate Impact

Jun 18, 2024 10:00 AM EDT (UTC-4)
webinar

Join us for an engaging and informative webinar where we delve into the critical role of soft skills in effective leadership and project management. In collaboration with the Project Management Institute (PMI) and the Center for Creative Leadership (CCL), this session will explore how these essential skills complement technical expertise to create well-rounded, successful leaders.

Unlocking Human Potential: A Rural Perspective

by Dr. Deepa Bhide, PMP

One of the key benefits of the human resource knowledge area is that it helps establish project roles and responsibilities and a plan to acquire, manage and release project team members. In the case of a "grand old lady" of a village, we see an illustrative example of how her own role and responsibility evolved over a period of time--and how she then used her skills to define these functions for the "organization" that she was a part of.

Unpaid Personal Leave Planning Matrix

deliverable
by Joe Wynne

This guide is designed to provide the project manager with guidance for basing certain workforce planning and communication tasks on corporate personal unpaid leave policy. A major focus is to reduce the risk of lawsuits connected to discrimination, while enabling the policy to assist employees in establishing a work/life balance.

Unplugged

by Bob Weinstein

The dangers of being too connected are mounting. Here's some help in getting a grip before you get an ulcer.

Untangling the Project Organizational Chart

by Kenneth Darter, PMP

Organizational charts can become a tangled mess of lines and overlapping boxes. The project manager must untangle this mess so the project can progress. Sounds like a little R&R is what we all need...

Up Against the Wall (Part 1)

by Bob Weinstein

No matter how much preparation goes into a job interview, there’s no escaping those mind-bending questions. Unlike indisputable solutions to mathematical problems, there are seldom pat answers to tough interview questions. Some experts weigh in with advice.

Up Against the Wall (Part 2)

by Bob Weinstein

No matter how much preparation goes into a job interview, there’s no escaping those mind-bending questions. Unlike indisputable solutions to mathematical problems, there are seldom pat answers to tough interview questions. Some experts weigh in with advice. In this installment, we look at handling commonly asked stumpers.

Up Against the Wall (Part 3)

by Bob Weinstein

Interviewers, especially in technical companies, purposely ask “stinger” questions to see how candidates handle themselves. The tough questions separate the pros from the rank amateurs. Are you ready to rumble?

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