Your path to business agility
The PMO is under constant pressure. From maintaining standards for project management practices to planning and delivering projects – the PMO needs to be in constant sync with strategy and business outcomes. This PMO blog category provides numerous recommendations from experts to encourage top down and bottom up planning, improve processes, promote stakeholder satisfaction, and ultimately eliminate silos to advance the PMO function. Get expert advice on the pros and cons of adopting a continuous planning model. Experts will also share real-world advice on choosing your next Project Portfolio Management tool and how to #BeThatPMO your business needs.
In this four-part series, I’m discussing some planning challenges and offering best practices that can help companies improve efficiencies and gain strategic advantage. In my last blog post I discussed “Is the annual process disconnected from the realities of your business?” In Part 2, I will talk about how executives and leadership need to rethink...
It doesn’t matter how much you think you’ve prepared, how many run-throughs you’ve done, how many assurances you have from your project teams that all the data will be there, and be correct. Something will go wrong: a critical piece of data will be missing, the slides will be wrong, an unanswerable question will derail...
Under pressure to reduce costs, justify headcount, and deliver more while providing business sponsors with the status of projects? Do you feel like annual planning is a one-time exercise and not a true reflection of strategic objectives? You’re not alone. Many organizations find that the annual process is disconnected from the realities of the business....
It’s every portfolio manager’s nightmare. The annual portfolio review is about to kick off. Hundreds of hours of preparation have gone into the main presentation’s PowerPoint deck, and hundreds more into each of the backup decks, readied in case management asks about the details of any of the projects under discussion. Information encompassing over a...
In enterprises today, it is all too common for departments outside the IT organization to implement new systems, which we all have been convinced are amazing because of x, y, and z and absolutely critical for them to get their job done. Okay great. Well what happens when that system that IT didn’t even know...
Resources are an IT leaders’ biggest asset and it is undeniably the most challenging part of management. With such a large investment in people – training, evaluating, motivating, and managing – it is in every organization’s best interest to have a resource management plan that keeps resources working on the right projects at the right...
Today’s IT organizations encompass a wide range of functions spanning traditional IT operations, infrastructure, application development, security – the classic IT functions that we all know. These functions are almost always complemented by several important organizations that are chartered with strategic and business management – the PMO, a technology team, often enterprise architects, and even...
For many years technology has played a critical role in improving both the efficiency and accuracy of processes through automation. Now, as technological capabilities continue to evolve, it is becoming more pervasive in all industries. The result is “Digital Business” and its exponential increase in the pace of technology-enabled products and services that impact us...
Agile project management is a hotly debated topic and has left some of us wondering “what’s so great about Agile?” and “what can it do for me?” Agile portfolios are trending right now, and it’s not a one-size-fits-all approach. As Agile popularity grows and demand for Agile teams increases, it is important to understand the...
PMOs, IT leaders and CIOs are commonly measured on their ability to complete projects on-time and on-budget. This is no longer enough. In today’s world, IT has a seat at the business strategy table, so we must look beyond our traditional metrics and challenge ourselves to ensure we are providing business value. There is a...
