Are you tired of unplanned work constantly taking priority and not being able to effectively plan across everything the business wants and the organization needs to support? Do you wish that you had a portfolio management with investment planning tool so you could contribute to the business more effectively instead of just putting out fires? Or maybe you’re not that eager to wait around for an overwhelming to-do list.
Sehen Sie sich "Facing the Challenges of Today's PMO" und "Focus on Values and Outcomes" an und entdecken Sie, warum die Verwendung von Portfoliomanagement mit Investitionsplanung dem PMO einen Platz am Tisch mit dem Unternehmensleiter verschaffen kann, um zu bewerten und zu priorisieren, welche Investitionen getätigt werden sollten, um Entscheidungen zu treffen, die das Unternehmen voranbringen. Verstehen Sie, dass der Wert der Beteiligung des PMO an dem, "was getan werden sollte", darin besteht, dass Sie dabei helfen können, das "wann es geliefert werden kann" im Kontext der Prioritäten zu bestimmen, um Kapazitäten zu verwalten und den Erfolg der gewünschten Ergebnisse zu gewährleisten.
But maybe you’re not fully convinced or confident enough to launch yourself into the fray.
Take a deeper dive into how you can overcome some of these inherent PMO challenges. As an experienced Planview Product Manager, I’ve seen how easy it is to wind up on the receiving end of the planning cycle, which is not much fun.
Be the PMO who prioritizes and drives the portfolio. Here’s a peek at some of the strategies I outline in the video for delivering what business leaders really want:
- Partnership development. Bring the CIO and the CFO into conversations on decision-making criteria. Then, you can become the central access point to gather key information for both operations and finance.
- Leverage the information you’re already collecting. Use it to evaluate across business units project value, risk of not doing the project, likelihood of success, regulatory risks, accepting high level estimates early on and updating estimates based on what has been throughout the project,
- Re-think being responsible for reporting on what’s already happened – use the portfolio to plan for the business.
- Re-frame the way you think, report, and even speak about your current projects around business drivers, technology, and value so the PMO can drive future decisions.
It is important to remember that this is also in the name of creating an adaptable organization that focuses on the highest priorities and isn’t taken over by unplanned work, to solve the biggest challenge likely facing your organization –over-committed resources. Keep in mind that an IT/PMO that thinks about the capacity plan, will gain the trust of the business. When you gain that trust, the interesting conversations can begin… making real trade-off decisions while ensuring resources are focused on creating the highest value to the company.
Watch the video “Can we #BethatPMO” to learn how to better evaluate tradeoffs before decisions are made or watch the complete video series on YouTube.
#BeThatPMO Video Series
- The Role of Today’s PMO
- Make the PMO Valuable with Continuous Planning
- Be That PMO with Planview Enterprise
- Can we #BeThatPMO?
I’d like to hear from you. Are these videos helpful? What are you currently doing to make sure the PMO is bringing value to the business? What questions do you have about portfolio management with investment planning? Share by leaving a comment below.
