Best PMO practices
Companies are creating PMOs to improve project success rates, to implement standard practices and to lower costs, and they are finding that employing key practices like providing standard methodologies and linking projects to company strategy are helping the organization meet financial and strategic goals. Problem is how to get to that stage? And how long does it take to get to that point? I have heard that it takes on average abbout 3 years to get really setup as a PMO, governance being one of the more difficult components to institionalize...-Dan
 Replies: 3 | Views: 1378 |  Author: dan h |  Last Post: Last Post: September 9, 2010
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Developing the PMO
The challenge in developing a PMO starts with a vision of project excellence. Attaining this vision requires the development of methodologies, processes, tools and templates that create consistency--without burying your customers in bureaucracy
Replies: 3 | Views: 1378 | Author: dan h | Last Post: Topic is empty
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Leading the PMO
Leading the PMO requires a balancing act par excellence. The PMO provides leadership up, down, sideways and out--to executives, managers, project teams, customers and suppliers. This channel explores the leadership challenge
Replies: 2 | Views: 1245 | Author: David Pope | Last Post: Last Post: September 9, 2010
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Pros and Cons
Well I can think of more Pro's than Cons. In my experience a Portfolio Manager is imperative to establishing the link to desiminate Corporate objectives and strategies down to the Program and Project level. It is critical to any business that each project team is pulling towards the overall corporate objectives. It is the Portfolio Managers job to ensure that Corporate risk is also desiminated to the project level.
I often think of the Portfolio or Program Manager as a drover mustering a heard of cattle. The cattle are the individual projects and the gate at the other end of the paddock is the corporate objective or Mission Statement. Now it is the responsibility of the Portfolio/Program Manager to guide the project towards the gate and if one project strays away from the objective, then he must be carfefully guided back to the main heard and finally through the gate.
Replies: 1 | Views: 1379 | Author: CEO & Founder | Last Post: Last Post: September 9, 2010
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Integrated Master Project Plans
Why do so many service / consulting organizations still continue to utilize just the stand-alone Project client applications on their laptops when working global projects? I’ve found companies get themselves into a mess each time when rolling up schedules… you have vendor plans, functional teams, PMO, governance, communications, etc – and they all lack the ability to truly develop a single integrated master project plans. What does Microsoft Project Server 2007 and IAPPM say about all of this?
Replies: 1 | Views: 1321 | Author: CEO & Founder | Last Post: Last Post: September 9, 2010
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SDLC usage
I often get asked what SDLC methodology I could recommend to a PMO. In many cases companies asking me this either have tried a homegrown approach and it was lacklustre at best...or copied something off the web and didn't work either. Selecting a methodology is only a fraction of the solution folks. My observation is that the SDLC must be under the ownership of the PMO. Not in the PE depr or QA dept. An initial assessment is required examining the types of project that are done, the formal org structure of the company, regulatory factors, global deployment of projects, standardization, etc...
Once the assessment is done, put together those key phases and components that would make sense for the org. (e.g, Discovery, Design, Build, Test, Deploy). If they are into making chemicals, then there would be a need for more rigor around safety and environment. So in the Test phase, create detailed test plans, checklists, etc. Getting this idea? Also build into place regular phase gate checkpoints where any senior executive can assist in moving the project from one phase to the next. Keep in mind that you do NOT (r) NOT want to make the SDLC so administrative that you slow down manufacturing or production lines, all because you need sign-offs on a key phase document. The business will only frown upon your well intended initiative.
I keep SDLC methodologies limited to (1) Small, (2) Medium, (3) Major projects
Replies: 1 | Views: 1321 | Author: CEO & Founder | Last Post: Topic is empty
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Auditing the PMO
How do I ensure my PMO follows acceptable project audit standards? Recently assisted a large medical group with this question. They manage over 500 projects, have decentralized PM working in different areas and are larger than 20,000 employees. Their PMO was in the early start-up phase and their newly formed compliance department (3-5 people) were aiming their sights directly at the PMO. That's right. Pick on the PMO from day 1. Our IAPPM Audit standard does provide a great deal of audit material such as checklists on how to setup the PMO, which is great for any startup PMO. I singled out a few key areas PMO's need to be focus on. They are
1.) Project Framework or adoption of Methodology? What and where are you on this
2.) Are your global process in place?
3.) Standardization of the usage against these processes?
4. Where is the Portfolio list of prioritized projects?
The list goes on.
Replies: 1 | Views: 1321 | Author: CEO & Founder | Last Post: Topic is empty
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Getting it right for PMO implementation
Some key coments on deploying a PMO
1. Learn Best Practices from key industry groups such as (Gartner Group, Big 5, key whitepapers...)
2. Develop a clear communication strategy indicating when and how you will deploy the PMO
3. Inventory of all current processes and templates used with current SDLC/methodology
4. Get a grip on your current Business Plan and develop a 5 yr roadmap of projects. Map each years projects to a business plan and map those to the resources in-house
5. Determine skillsets of your PM's - you may need PM training or certifications
6. Obtain full executive support and their backing...any derailers from just 1 person on the leadership team will likely end up with negative perceptions and politics will end up being the issue of the day
Replies: 1 | Views: 1321 | Author: CEO & Founder | Last Post: Topic is empty
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Clarity project tool report back
"Establishing a project management office is the foundation for improving your organization’s project, program and portfolio management best practices." - So... armed with this knowledge, its key to choose the right tool for your enterprise, Right? You want to be cost effective and serve the needs of (1) Project & Program Managers, (2) Executives and Stakeholders....I am somewhat myopic in my views so far on the ability of the Clarity (ex Niku) tool to do this. Are they able to deliver an "efficient" tool, without the complexity and customization I've seen. Capturing all fields and data can be done and I'm sure this is defintely not an overnight exercice an will consume many internal PMO/PPO or escalations internally to get it right. It's allright to have a tool, but when one starts making life complicated for PM's, then we are perhaps not addressing the right things. Let's hear your thoughts.
Replies: 1 | Views: 1321 | Author: CEO & Founder | Last Post: Topic is empty
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