PMO. The Agile PMO: Two New Resources for the Agile PMO. Agile PMO | Agile Program Management | Agile Portfolio Management | Agile Project Management - cPrime. Project Management Office (PMO) Community Post. PMI’s Pulse of the ProfessionTM report showed that the number of project management offices (PMOs) is increasing, but it also found that simply having a PMO does little to improve project success rates. It’s not surprising, therefore, that many PMOs have a short “shelf life.” How do you resurrect a failing PMO? What can prevent it from failing? Should a PMO ever close? Key Success Factor Kimberly Field, a 14-year project management veteran in the health care industry, from Rhode Island, USA, says she is working in a PMO that has never gotten off the ground (it is a department that has only project managers working in it).
Craig Letavac, MSP, PMP, PgMP, of Cincinnati, Ohio, USA, who has managed IT projects for 15 years, led a seminar at the 2012 PMO Symposium. Then the PMO charter could be renewed, changed or potentially cancelled, if appropriate. Stephen E. “The implementation of a program or project management office must be taken up as a program,” said Mr. PM Network - November 2012 - Page 44. Global Business and Technology Consultants for the Financial Services Industry. As Capco practitioners, no matter which practice we reside in, the majority of us are, ultimately, delivery resources engaged by our clients to deliver projects. These projects provide us with revenue and, more often than not, how we perform on them drives our clients’ decisions about whether or not to engage us again. Some may even argue that the long-term strategic outcomes of a project’s success or failure are more important than the revenue generated by a single project. As project practitioners, we’re continually working within the reality of the project management Triple Constraint of schedule, budget and scope, which states that you cannot adjust any of these three items without materially affecting one or both of the others.
The Triple Constraint is omnipresent in every project manager’s mind throughout the life of any project. One key problem that this creates is that, over the years, the Triple Constraint has become one of, if not the, key measure of project success. Who has the D? How clear decision roles enhance organizational performance. January 01, 2006 Harvard Business Review By Paul Rogers and Marcia Blenko The full version of this article is available on Harvard Business Online (subscription required).
The Idea in Brief Decisions are the coin of the realm in business. Every success, every mishap, every opportunity seized or missed stems from a decision someone made—or failed to make. Yet in many firms, decisions routinely stall inside the organization—hurting the entire company's performance. The culprit? Ambiguity over who's accountable for which decisions. How to clarify decision accountability? Alumni of the Ivy League Group News.
State of the PMO 2012. Good PMO. PMI Program Management Office Community of Practice (PMO CoP) Group News. Does your PMO have an Opt-in/Opt-out practice in place and if so what are the mechanics?