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3 Reasons Your EPMO is Failing

3 Reasons Your EPMO is Failing
By John Steinmetz

I am going to play psychic, and tell you in advance that the answers to the following three questions for your EPMO are “no.” Here goes:

  • Do you have specific goals for your EPMO that tie to the EPMO vision?
  • Do you have a target for each EPMO goal?

  • Have you implemented an approach to measure your progress toward each target?

How’d I do? If you are like most PM groups, your honest answer to these questions is no. At best, I guess your answer is, “sort of.”

Sort of is the same as no. You either can or you can’t. If you can’t, then how do you know if your EPMO is being successful? How do you show the executive team how valuable you are to the enterprise? How do you justify the continued existence of the EPMO?

If you can’t answer those three questions with a “yes,” then your EPMO is failing. Read the Complete Article

Is Your PMO Healthy?

Is Your PMO Healthy?
By Deepa Bagal

In my experience managing the PMO for large and small organizations, there are 5 key things to monitor to make sure the PMO is vibrant, Project Managers are engaged and customers are happy.

  1. Methodology that’s easy to understand: The methodology used on a software implementation project is there to provide structure, access to tools and templates, and focus on the end goal. We use a methodology to ensure a smooth software implementation with minimal disruption.

    Key things to consider when you are selecting a project methodology to use as “the” framework for your PMO:

    1. Time to market – does the process streamline the development cycle without sacrificing quality?
    2. Customer’s bandwidth – does the methodology make it easy for the customer to contribute appropriately?

    3. Tolerance for scope creep/budget overrun – does the methodology make it easy for the PM to flag threats to the project scope and adjust on the fly?

Read the Complete Article

The Building Blocks of an Effective and Sustainable PMO – Part 6

The Building Blocks of an Effective and Sustainable PMO – Part 6
By Laura Barnard

This post is part of a series. The previous article in this series can be found here.

Successful Change Leadership

Creating Change Advocacy in Your Organization

Change management is essentially about three things: The project, the people and the people. What does that mean? The project is about the work that needs to get accomplished. Essentially, we are talking about the scope. Getting this work done, by the way, is also about the people. In order for any project to be successful, you need that talent we discussed earlier driving the changes within the organization and they must bring along those stakeholders that are a part of the change.

Secondly, successful change management is about the people side of change. That means that we must have a good change management strategy in place that looks at what needs to change (the project) and how that change is going to be implemented (through the people). Read the Complete Article

Q&A: The Project Manager as Business Analyst

Q&A: The Project Manager as Business Analyst
By Dan Stober, PMP, Global Knowledge

Attendees of last month’s webinar “The Project Manager as Business Analyst” had a lot of great questions for PMP-certified Global Knowledge instructor and webinar host, Dan Stober. So great, in fact, we decided to share them, along with Dan’s great answers.

Q: Speaking of building something that doesn’t meet the business need, can you talk about how this fits in the Scrum/Agile method?

A: Many times, especially in software development, the finished product doesn’t look anything like the original vision. Usually this comes from either expanding scope or poor initial requirements development. What we want, in the end, is to build a product that meets the business need. But, many times after every stakeholder get his/her wish list into a product, we find that many of the features/functions are not a business necessity.

Q: If the project manager (PM) writes the requirements charter, how does it give them authority? Read the Complete Article

PMO Genius: Top 10 Ways To Deliver Influential Presentations

PMO Genius: Top 10 Ways To Deliver Influential Presentations
By Chris Niccolls

If you run a PMO, you need to know more than just project management. You need to be able to influence the top decision makers in your organization, and drive change. Some of this influencing is informal, and achieve in one on one meetings and discussions. Formal influencing usually happens in a meeting where you provide some sort of documents and or a presentation. Even if this are just routine meetings,” you cannot treat a PowerPoint Presentation as if you were reading an email to a group. These presentations have a lot of information, and can just as easily create resistance as they can create agreement. If your presentation is for more than just a routine meeting, you need to be sure that your influencing skills are working at their peak. Consider the following presentation: annual budget meetings, a meeting with senior management over a failing project, winning over a mandate to create a PMO. Read the Complete Article

The Building Blocks of an Effective and Sustainable PMO – Part 5

The Building Blocks of an Effective and Sustainable PMO – Part 5
By Laura Barnard

This post is part of a series. The previous article in this series can be found here.

The PMO Talent Profile

Why Getting the Right Talent Matters

For the last 14 years, I feel like I have been in constant hiring mode. Actually, I have been in constant hiring mode. Building, transforming, rescuing, and running PMOs requires a constant focus on talent management. I constantly had resumes on my desk and have looked at thousands of resumes and conducted countless interviews. What I have found in that process is that there are definitely things to look for in the resume and in those early phone conversations, but you have to be able to spend time with this person face to face to see if they are going to have what it takes to drive real change for you. Read the Complete Article

Continuous Improvement of Project Management Practices Is Hard To Do Without a PMO!

Continuous Improvement of Project Management Practices Is Hard To Do Without a PMO!
By Kiron D. Bondale

In recent years I’ve taken a somewhat anti-PMO stance in my writing.

I’ve felt that the work which many PMOs focus on could be accomplished through alternatives which don’t require setting up a separate department or leadership position.

The function of PMOs which are responsible for the delivery of portfolios of projects could be addressed by hiring competent, experienced project managers and by having governance committees of executives play a strong oversight role over the gated release of funds. If there is a need to establish consistent project management practices, a strategic partnership could be formed with a third-party services provider to deploy and fine tune a methodology. A similar approach could be taken with regards to talent development – the organization’s learning department could collaborate with a third-party to develop a job accountability model and to identify resources to help practitioners progress. Read the Complete Article

The Rock n’ Roll of Project Management: Metaphors and Foundations

The Rock n’ Roll of Project Management: Metaphors and Foundations
By Carl M. Manello

“I’ve had enough of the way things have been done
Every man on a razors edge
Someone has used us to kill with the same gun
Killing each other by driving a wedge.”
– Pete Townshend

I’ve long been a fan of Pete Townshend—from his days with Rock and Roll Hall of Fame band The Who, through his solo career and even his time as an author. While I’m sure he never formally managed a project, his lyrics resonate for me on effective delivery and the need for change.

When we don’t sufficiently plan our course and approach for governance, we end up on the precarious edge of meeting expectations or falling into failure. I’m not trying to be too absolute by suggesting that there are only two possible outcomes. However, for those of us responsible for establishing the governance infrastructure to run large-scale business initiatives, the extremes may ring true. Read the Complete Article

The Building Blocks of an Effective and Sustainable PMO – Part 3

The Building Blocks of an Effective and Sustainable PMO – Part 3
By Laura Barnard

This post is part of a series. The previous article in this series can be found here.

The Low Down on Methodologies and Maximizing Your Portfolio Throughput

Implementation Methodology vs. Project Management / What’s New in Portfolio Level Methodology?

In my mind, there is a difference between implementation methodology and project management discipline. They can work together quite seamlessly, but aren’t the same thing. Looking at the PMI Project Management Body of Knowledge (PMBOK®), you will see the various “Whats” that need to be considered as a project manager. Those “Whats” are the knowledge areas and are primarily focused on the things the project manager must do, from the perspective of the project manager. As with any methodology, you should look at it as a toolbox of potential tools that you can pull out to accomplish a task. Read the Complete Article

The Building Blocks of an Effective and Sustainable PMO – Part 2

The Building Blocks of an Effective and Sustainable PMO – Part 2
By Laura Barnard

This post is part of a series. The previous article in this series can be found here.

Determining the Type of PMO for Your Organization

Identify Your Organizational Appetite and Needs

This article will look at a few of the most common mistakes PMO leaders make when setting up or evolving a PMO.

  • Mistake #1: Assuming your organization needs a PMO without identifying the business priorities.

    What Works:

    The first step is asking yourself a few fundamental questions to determine where your PMO can provide value. What does your PMO solve? Are leaders concerned about time to market? Is it brand and industry reputation? Is technology costing too much to implement? These business challenges should be easily accessible to you by reviewing the mission and objectives for the organization and paying attention to what’s going on around you.

Read the Complete Article

Recommended PM App

Recommended PM App

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