Get flash to fully experience Pearltrees
Many organizations profit hugely by utilizing a Project Management Office (PMO), it means they achieve benefits from standardizing and following project management policies, processes, and methods. However, building an effective PMO is a complex process; it requires clear vision and strong leadership so that, over time, it will become the source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects. Leading Successful PMOs will guide all project based organisations, and project managers who contribute to and benefit from a PMO, towards maximising their project success. In it, Peter Taylor outlines the basics of setting up a PMO and clearly explains how to ensure it will do exactly what you need it to do - the right things, in the right way, in the right order, with the right team.
March 5th, 2013 in Share 47 1. Executives not engaged with the PMO
Settling your hourly rate at a level that is profitable is extremely difficult to get right but it is the single most important aspect of any business that should get the closest of your attention. Make a howler with your calculations and trading will come in below your expectations and if you are relying on profitability for expansion, you could easily waste a whole year as your competitors, who may have been more diligent, pass you by. That is why I have started on a series of simple tools that will assist in understanding and applying the costs to your operation so that you can trade profitably. It does take a bit of work and thinking but when your business and personal life depend on it, it could be the most valuable time you have ever spent. For someone who is looking to start a small gardening business, I have produced a simple spreadsheet - calculating your hourly rate - which helps to understand how a charge out rate is achieved.
A project charter can be a one-page document, but it can save you a lot of time and money. Here is why. What is a Project Charter? According to PMI's PMBOK , a project charter is " a document that formally authorizes a project and documents the initial requirements that satisfies stakeholders' needs and expectations". When is a Project Charter Written? A project charter is written during the initiation phase of a project.
My Client has an excellent opportunity for an PMO Administrator to join them on a 9 month fix term contract were you will play a key role in assisting Programme/Project Managers in preparing Portfolio/Project PSRs, managing RAID logs, providing secretariat and administrative functions as well as assisting the PMO in the portfolio and resource plan and MI reporting.
A Project Management Office (PMO) is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation , guidance and metrics on the practice of project management and execution. In some organisations this is known as the Program Management Office (sometimes abbreviated to PgMO to differentiate); the subtle difference is that program management relates to governing the management of several related projects. Traditional PMOs base project management principles on industry-standard methodologies such as PMBOK or PRINCE2 . [ edit ] Performance
There are many ways that the PMO can use to coordinate projects and other project management work: - Emails: This is the most primitive and inefficient way for coordinating projects. He can just send emails to the different project managers in his company on who's working on what, and which resources are working with whom, etc... If the PMO opts for this solution to coordinate projects, then he should pray that project managers are actually reading their emails! - Meetings: Some people believe this is an even worse idea than email to coordinate projects, but I do not agree.
There was a question before on this website focusing on one of your points: "how come projects before used to get done on time, on scope, and on budget?" I can't find it right now, but I'm sure it's there. Anyway, the reason why it's different right now is the following: - Quality of the resources is now different: Simply, they are less loyal to the company and they don't feel that they have ownership as before. - Projects are now different: The projects are now much bigger and complicated and they have a lot of dependencies. For example, take a look at video games that were made in 1980's and video games right now.
Before answering your question, let me just tell you that if your organization is just doing a few projects per year, then a PMO is not necessary, but, if your organization's work is mostly executing project, then a PMO is necessary and critical for the successful continuity and growth of your organization. In short, the main advantage of having a PMO in place is because it provides control over project management. Here are the PMO advantages (in details):
The authority of the PMO varies from one organization to the other, I've seen PMOs in some companies (such as Ericsson) having very vast authorities. In other cases, the PMO's authority may be restricted to just enforcing project management guidelines on project managers. Below I will list the level of authority of the PMO for the project, the project manager, and the project team in a standard organization: The project: The PMO has little authority over the project.
Project status indicators are colors (in project reports) representing the status of a project. Project status indicators consists of 3 colors: green, yellow (orange), and red, and they are similar in concept to traffic lights. Green: Go on, the project is OK, and it's progressing normally. This means that the project is on scope, on time, and on budget. Yellow: Wait, there are some issues in the project and they need to be discussed with management (perhaps the project sponsor).
The project management office or PMO can provide multiple functions within an organization. It can help monitor and control project performance, develop project management competencies and methodologies, manage multiple projects, manage strategy, and perform project management skills training. Yet PMOs come in multiple sizes and styles. In this article I share the types of PMOs that are most prevalent along with their pluses and minuses and supply a list of ingredients for the successful PMO. Excluding those PMOs specific to delivering a specific project or set of related projects, the PMOs we’ve seen for enterprise- or portfolio-level work typically following one of several models. The Policing PMO
The average salary for a Project Management Officer in the UK is: Job profile for a Project Management Officer Managing infrastructure projects to the triple constraint (schedule, budget, quality). Project planning, creation of project documentation (project definitions, project execution plans, quality plans etc) Managing resources, responsible for the project budget, responsible for purchasing hardware/software/services to complete the project. Project reporting, client and management status reporting.
There are no right or wrong timescales to your project management career. Someone supporting one project within a particular environment may have increased development opportunities from their project manager which might mean they are ready to move on to their next role within a year. Others may be limited by the opportunity to take on new challenges which increase their skill base and confidence.
PMO's Makeover From a Cost Centre to a Profit Centre In the midst of recession support departments are one of the first casualties of the CFO's cost rationalisation drive. During this mayhem, PMOs struggle to evade the cost cutting knife and are forced to cut back resources and scale down services. The purpose of this article is to outline how PMOs can be successfully transformed into profit centres during hard economic times. E2E Project Managers Are the Key to Ensuring the Delivery of Strategic Projects