Not everyone believes that PMOs have an important role to play. Some stakeholders still view them as reporting and oversight functions that have little relevance in today’s world. PMOs need to change that perception—and digital disruption is a good way to start.
Connect In Person
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.
With the significant increase in automation of operations and the increase in change initiatives and project work, a new role is emerging in the executive committee. Companies are beginning to consolidate responsibility for orchestrating and successfully implementing the organization’s continuous transformation and significant strategic initiatives within a single C-level executive. And it’s not only multinationals and for-profit organizations. The chief project officer goes far beyond the traditional Project Management Officer role or the direct sponsorship of individual projects.
PMO Metamorphosis research is specifically focused on the evolution of how a Supportive PMO team can get evolved into a Directive PMO by understanding the Enterprise & investor goals. Most importantly how the PMO organization must cascade the goals to mid-level managers and individual contributors. PMO organization is a horizontal function that cuts across multiple delivery verticals & enables each revenue generating teas to deliver best results keeping Organization goals in mind. The research is focused to give an effective eagle eye governance of PMO & that can best fit startup & mid-sized organizations.
In this presentation, Mark Mullaly dives deep into PMOs and the roles that they can and do play in organizations. He looks at the reasons that many feel, and explores the factors that do, occasionally, lead to success. If you work in a PMO, or for one, or are impacted by one in the projects that you manage, this is a presentation that you won't want to miss.
Are you ready to take action and create the future of your organization, leveraging the PMO function to rapidly react to changes in the marketplace, drive digital business transformation efforts, and utilize emerging technology to improve our quality of life? Sara Nunez discusses organizational project management, digital transformation, and creating the future of work together.
Save Time With Tools + Templates
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.
Learn From Others
There’s been a lot of focus on empowering project delivery teams to work how they see fit, but what are the implications of that for PMOs in terms of their day-to-day work? There’s no single answer, but a services menu model can help.
Is benefits realization a significant challenge in your organization? Perhaps it’s time to question your approach, to acknowledge that the process might be fundamentally flawed and results in a false sense of understanding what’s happening.
To be relevant and valuable, PMOs need to speak the language of their stakeholders—and that’s often not happening. When it comes to your PMO communications, it's likely that you're providing too much information—or not enough.
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.
Organizations are recognizing that they need to go beyond the traditional metrics of scope, schedule and budget to determine project success—but those metrics still matter as indicators of how effective and efficient a company’s planning approach is.
Project Management Institute (PMI), the world’s leading authority on project management, and professional services firm PwC have teamed up to address how success being measured by project-based organizations impacts PMOs
If PMOs continue to focus on drawing attention to themselves to demonstrate value by collecting, consolidating and regurgitating various project metrics, they will never make a difference. PMO leaders are too focused on what they are and what they need, not what they do for others—and certainly not what they enable to happen.
How can you get more (and better) project manager candidates? Beef up your recruiting promotions. If your organization wants to generate more high-quality hires, then follow these tactics to identify and build on your company's strengths—and promote these in your recruitment communications.
For every shining exemplar of a PMO, there are dozens—if not hundreds—of failed examples fallen by the wayside. This is not a good look. PMOs often start in crisis as a desperate response to a situation gone sideways, and sincere questions about their value emerge once the crisis resolves (or endures).
Question: With all of the recent changes in project management, our PMO (Project Management Office) needs to update itself. I think those ideas for new ways of working must come from the project managers, but I can’t seem to get the PMO to listen to me. Is there a clever way to present my ideas, based on my experience delivering products and services for this company, so that the PMO might actually update its practices?
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 leadership isn’t asking PMOs to concentrate on enabling value, then there will be less understanding of how—or if—value is being achieved because no one is looking for it. To make a difference to their organization, PMOs need to focus on things that matter.
When spreadsheets are used in your PMO, they are dangerous in the extreme because they give stakeholders a false sense of security. They result in a lack of questioning information until it’s too late—and ultimately, they contribute to the failure of projects, programs and potentially entire portfolios.
Most PMOs are not yet performing at an elite level of performance. As an individual PM, you have a few choices to make at this stage. The option you choose depends on your seniority, risk appetite and ambition. Explore these three options to see which one best suits your situation.
Why don’t we talk more about the commitment PMO leaders make to excellence, or celebrate the remarkable achievements of a particular PMO? What does it take to create world-class PMOs, and why do so few try to get there?
The problem that many PMOs face is that their organizations don’t know what PMO excellence looks like, so they aren’t quite sure what the PMO’s mandate and objectives should be. But a new report shows just what PMOs can achieve—in dramatic fashion.
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