PMO leaders have had to examine and challenge virtually every aspect of their functions, including vetting, managing and deploying projects, and managing portfolios. Keep these four tips in mind to help manage through uncertainty.
Find answers to these questions and more in this Program Management Office Practice Area. If you are new to PMOs, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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Now on demand! We kick off the 12th edition of our annual virtual conference and exhibition with some spectacular speakers and game-changing sessions. This year’s keynote speaker is Derreck Kayongo, founder of the Global Soap Project. Whether you’re a seasoned PM or new to the field, this is an excellent opportunity to learn, network, earn PDUs, and broaden your perspective on project management.
Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today— Here are more details on sessions and speakers.
New technologies, hybrid projects, the launch of a PMO—when the environment is constantly changing, how do you craft a schedule (or multiple schedules) for project success? Discover timely answers here—and only here—at the PMI Scheduling Conference 2017, exclusively for PMI members.
Recently Gartner claimed that 80% of today’s Project Management tasks will be eliminated by 2030 as Artificial Intelligence takes over. Will 80% of today’s PMO tasks will most likely also disappear too? On the other hand, the Project Economy claims that the future of work is about projects. How will this impact the future of PMOs? Will there be a need for PMO's? And in which form? This session, founded upon some of the latest research and practical examples, will explore how PMOs can adapt to the new reality and move towards a more strategic role to survive.
Join us for this webinar to learn more about PMI’s SeminarsWorld® Virtual, a unique learning experience for today’s professionals. SeminarsWorld attendees engage in a highly interactive classroom environment and join other project management professionals to share best practices, while learning from subject matter experts and earning some valuable PDUs! Learn more from three of our engaging instructors, Carlene Szostak, Jack Duggal and Thomas Jarocki as they share previews of their upcoming courses, “Stepping Up to Disrupt Yourself,” “Next Generation Project Management, PMO and Leadership for Today’s Turbulent Times“ and “Orchestrating Total Project Success - A Comprehensive Approach for Managing People, Projects, and Organizational Change” offered at November SeminarsWorld® Virtual. Whether you’re a certified project management pro, a job seeker looking to change careers, a skill builder looking to enhance your project skills, or a soon-to-be member of our community, SeminarsWorld meets your professional development needs! You don’t want to miss this webinar! Learn more at https://www.pmi.org/events/seminarsworld Please note this webinar is non-PDU bearing!
This webinar explores what sustainable, stable PMOs do differently to reach that vaunted status.
How many decades have we utilized the Project Management Office, with its implementation of phased gates reviews, project based funding, and heavy process. How has that worked out for us?
We’ve all seen the statistics that the average lifespan of a PMO is between 2-4 years. Why are these PMOs failing? Research points to several factors including Insufficient authority, unclear scope, self-serving rather than supporting, and overly bureaucratic processes and governance. How do we overcome these challenges and build PMOs which provide value and stand the test of time?
Scaling Agile practices beyond software development teams and IT departments is a growing trend, and the Agile Enterprise is a reality rather than a goal. However, the transition from planned approach to Agile is a painful change, and PMO can provide support for Agile rather than be perceived as an archaic team supporting “waterfall”. Once the organisation decides to adopt Agile, the PMO should be the champion of the transformation process, providing support to the Project Managers with less experience with Agile delivery while ensuring that governance requirements are met. This webinar is a summary of the presenter’s experience in organisations transitioning to Agile.
To help you in performing a PMO health check, use this worksheet and read our Conducting a PMO Health Check series. This template can be used “as is” or tailored to your liking.
Use this Deliverable Acceptance Form to provide verification that your deliverable(s) have been reviewed, accepted and approved by stakeholders, verifying that all work is complete and that the applicable acceptance criteria has been met.
이 통합 문서는 로드맵을 포함하여 전략 계획을 세우려는 의도로 전략 계획을 수행하기위한 일반적이고 사용자 정의 가능한 도구를 제공하기 위해 작성되었습니다. 이 통합 문서에는 전략 계획 프로세스 지침 및 정보가 포함되어 있으며 초보자가 전문가를 통해 사용할 수 있습니다.
If you're a senior PMO professional or a CTO/CIO considering an assessment of a PPM tool for your organization or department, this PDF presentation can help you consider the right questions before making any decision.
このテンプレートは、プロジェクトの結果に焦点を当て、理解するのに役立ちます：技術的な成功、ビジネス上の利点、学んだ教訓。 調査結果は、最終的な調整と調整を行い、プロジェクトを効果的に閉じ、将来のプロジェクトを効果的に実施する組織の能力に貢献するのに役立ちます。
When a company and its PMO was divided in two, this practitioner learned a lot about teamwork, talent management and leadership as he tried to steer the projects—and the organization—to success.
If we’re going to make a real difference to how PMOs operate—and how they support business success—then it’s the people who set PMO goals and objectives who have to be influenced. But that’s a challenge, because it’s not always easy to identify who those people are—or more accurately, should be.
When project management and corporate governance join forces, organizations can boost efficiency and maximize growth opportunities. A fully engaged IT project management office will assist senior managers in the prioritization of the best ROI and strategic projects and make certain that IT projects deliver what’s expected.
The nature, number and focus of projects is now extremely volatile. That requires PMOs to take a different approach to how they enable project success.
The COVID-19 pandemic is forcing organizations to rethink their strategy and refocus their investments. And just as our understanding of the crisis continues to evolve rapidly, our strategic response must, too, with continuous review and refinement to ensure it stays relevant. Here are four must-ask questions to support the process.
Project leaders need to know where to focus their attention and teams at all times or they risk higher costs, missed deadlines and unhappy stakeholders. Ruthless prioritization keeps the things that would be nice to do from getting in the way of the work that matters most.
We've already considered the need for leaders to embrace more innovative project investments as part of their recovery. Assuming that happens, there are going to be a lot more projects being delivered that are focused on achieving innovative outcomes, and that puts a lot of pressure on the PMO to perform. So how will things change?
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.
The COVID-19 pandemic has prompted a global project. In this article, the author looks at the comprehensive application of project management principles during this crisis.
Organizations are soon going to be able to look past the current crisis and plan how to recover as effectively and efficiently as possible...and PMOs have to be part of that solution.
When business priorities change, projects get put on hold. As the project manager, you might then have to take on a different project. But how should you manage and report a project that is paused? Read these tips for moving a project to “on hold” status.
During this pandemic, businesses need to be prepared to balance the health and protection of their employees while continuing to serve the needs of their clients. This practitioner shares his practical approach as a PMO head, which may help the project management community during these uncertain times.
BI solutions are powerful tools that can point PMOs in the right direction when it comes to optimizing project performance, but they can’t implement the solutions for us. PMO leaders must have enough understanding of the underlying causes of the data trends we are seeing—and enough intelligence to know how to address the problem.
Organizations are the ultimate work-in-progress project—one that is constantly evolving, changing and transforming in order to achieve its goals. In that context, it’s easy to see why an organization would need project managers who can embrace moving targets and continuously adapt to changing needs.
In the first installment of a multi-part series on building effective innovation teams, we look at the first two important steps: removing organizational friction (from resources to rewards to leadership) and assembling a cross-functional team that balances five key factors, including experience, size and interdependence.
PMOs support the delivery of projects, focusing on various aspects to improve performance. But not all projects are created equal, and that has to be reflected in the PMO.
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