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.
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.
For many organizations, PMOs are still inevitably viewed as an IT-aligned function. That needs to change. When a company's only PMO is within IT, there is never going to be sufficient visibility to ensure that the net value delivery is positive.
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.
What constitutes a mature PMO in your organization? What should they deliver? And what should PMO leadership focus on when meeting with the C suite? Here we learn important PMO maturity lessons through the CEO lens.
If a PMO is going to deliver the best possible value to the organization—both through its own actions and by enabling success in project delivery environments—having the right metrics applied in the right way, and leveraging the right responses, is critical.
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!)
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