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How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
Organizations have long acknowledged the role that strategic planning plays in future success. Here we discuss the role project management can play in strategic implementation, as well as the function of the PMO—particularly the enterprise-wide PMO within this context of strategic implementation, using project management to drive the process.
The lessons learned concept is a fairly standard part of a project delivery methodology, but should the same concept be applied to a PMO?
The Gartner Program & Portfolio Management Summit is generally regarded as one of the premier events for project management professionals. This year, many of the event’s attendees were actively taking steps toward embracing the changes that Gartner continues to warn us will one day rock our worlds. One attendee explores his experience.
Nearly 1,500 IT program and portfolio managers, along with CIOs and other senior managers, flocked to Orlando for the Gartner Program & Portfolio Management Summit to gain insight into how to reinvent program and portfolio management in order to succeed in the fast-paced, largely uncharted digital age. In this article, an attendee and speaker gives his take on some key themes.
In Part 3 of our look at political challenges for portfolio-focused PMOs, we explore project delivery work and some of the political challenges involved.
By rank ordering projects, many companies mistakenly assume that all projects above the resource line constitute a “prioritized portfolio.” An optimal portfolio is a combination of projects that seeks to maximize value subject to a resource constraint while paying no attention to rank order. Follow this blueprint to implement portfolio optimization and maximize portfolio value in your company.
Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…
As a portfolio-driven approach to project delivery shifts the focus from outputs to benefits, changes become much more common and the organization needs to also shift from a control-based change management environment to a culture that empowers its project teams to make clearly communicated course corrections along the way.
Complex projects are, well, complex. That requires a different organizational support model, but what should that look like?
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"Managing senior programmers is like herding cats." - D. Platt |
