PMO - News, Features, and Slideshows

I setup my first project management office (PMO) because despite the success my company had enjoyed over the years (and failures too), I decided that we needed more structure.

Consider this scenario. A government department charged with delivering the IT component of a massive infrastructure program recognised complexity caused its $3 billion project environment to perform in, at times, mystifying ways.

Is your project management office (PMO) seen by your business as a great black hole of cost and despair? Adopting a customer service mind set might help change that view.

To bastardise author Jane Austen, “It is a truth universally acknowledged that a well-heeled client in possession of a good cash flow must be in want of an expensive consultant.”

Companies invest heavily in projects and they do so for one compelling reason: their ability to compete might depend on it. However, their ability to execute these loftier ambitions is sometimes hindered by poorly functioning, costly and process heavy project portfolio management (PPM) environments.

Project Management Methodologies are a series of different processes designed to assist project managers and those overseeing or involved with projects

Benefits come from change. Therefore, it makes sense that every project should be seen as a ‘change project’.

You’ll only know if you’ve been successful if you know why you’re needed.

To be effective PMOs need to have authority. No authority, no effectiveness. It’s that simple.

If the PMO handles the cross-project issues and challenges the project managers can focus on effectively running their projects.

Standards should exist solely to enable, support and help deliver successful projects. But too often they become ends in themselves.