I was recently asked to do a talk on the Project Management Office (PMO) and how it is “here to help you but not do your job.” As part of that, I spoke on the state of the PMO (based on studies) and where it is going in the future. Before we talk about who the “you” is here, let’s talk about some statistics. According to a study done by PM Solutions, in 2016, 85% of companies had
I’ve given this webinar a number of times successfully to various groups including PMI chapters. These lessons came not only from a couple of Project Management Offices I established last year but also from many years of providing best practices to organizations. Join me on Monday, March 27th at 2pm EST (11 am PST) for an interesting presentation on, and discussion of, the pros and cons of setting
A while ago, I posted an article entitled Lessons Learned in Establishing a Project Management Office (PMO.) That article was largely freighted towards discussion of plan-driven projects, typically manifested by the waterfall methodology. I subsequently spoke on this topic at a Project Management Institute (PMI) chapter and was asked to incorporate some thoughts on how the PMO might support adaptive
I recently did a consulting assignment wherein I helped a well-known insurance company create a Project Management Office (PMO). I will likely have some more thoughts/posts on this down the road but I thought I’d share some lessons learned while they were fresh in my mind: Make sure you have a sponsor – A senior executive in the organization has got to sponsor this and be willing to stay with it.
The following post is by friend and colleague, Tom Carter, PMP Frequently when meeting with organizations about starting or improving a Project Management Office (PMO) I am asked, “What makes a PMO successful?” While there are numerous contributors to success, there are three that I believe are essential: Alignment of management expectations with the: PMO reporting level and authority PMO