Lean governance is a term that is being thrown around a lot, but what exactly does it mean? And is it important for the future of PMOs? Yes, but the challenge for PMOs might be in creating the environment where they can leverage lean governance.
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".
Network:1332
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?
This program financial tracker has a set of dashboards for a program to provide customers/client, and use to manage the financials of their program. The entry tabs allow the program to enter planning and actual material costs, funding sources, and labor costs (even with multiple CLINs) to a granular percentage of an employee's time. The dashboards are calculated from the data entered. The dashboards included: Balance Sheet (and graph); Material Costs; Monthly Expenses; and Funding Sources.
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.
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。
Smaller companies can implement a “supportive PMO," which leverages their limited project management staff across more projects, making them more like project management consultants rather than direct project managers. (And, yes, it can even work with a team of one.)
PMOs remain the most misunderstood function in organizations today—often by leadership, and sometimes by the people running them. PMO best practices and organizational policies still focus too much on what PMOs do, not why they do it. And it needs to stop!
Too often, PMOs become focused on just one or two aspects of project delivery. To truly succeed, they must ensure all variables are being managed effectively. Ask yourself these five questions for successful multithreaded management.
More and more PMOs are shifting their focus to consider how projects achieve business outcomes. That sometimes results in a different approach to PMO leadership, and the changes aren’t always positive.
La próxima generación de PMO debe adaptarse para enfrentar los desafíos de complejidad y transformación. Adoptar una nueva mentalidad y reconfigurar su PMO para hacerla más liviana y ágil puede ayudar a su organización a expandir sus capacidades y brindar beneficios significativos.
The next generation of PMOs must adapt to meet the challenges of complexity and transformation. Adopting a new mindset and reconfiguring your PMO to make it lighter and more agile can help your organization expand its capabilities and provide significant benefits.
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.
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.
Ask a Question |
Discussion Rules |
|
"Too bad all the people who know how to run the country are busy driving taxis and cutting hair." - George Burns |
