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.
Increasing project manager maturity in your organization by using assessments In many organizations, there is no clear path to becoming a project manager. For as many companies as there are that have a path, there are those that do not. Team members are often assigned to be PM’s because of their availability or even because they are good at another discipline. And without the proper training and
I recently participated in a Project Summit wherein I spoke on the topic of assessing your project managers in a 360 for their perceived skill set. The long-term purpose of this (and of project health checks) is to improve the project maturity of your organization. Short-term it can assist in deciding what training and/or mentoring might be needed. You can hear the interview here. (Approximately one
NOTE: The summit is over. But you should still be able to purchase audios of the presentations as below. On Sunday April 27 at 2pm EST, I’ll be presenting at an exciting symposium called “Project Manager Success Summit.” It runs from April 25 – 27, 2014. It’s not “live” but is in fact a virtual pre-recorded series of talks. My discussion
The Project Management Institute published a paper (appears to be 2012) called, “PMI’s Pulse of the Profession: The High Cost of Low Performance.” The executive summary is this: “When organizations continue getting better at executing their projects and programs, they drive success. But when organization executives undervalue the benefit of effective project, program and portfolio