We have not been able to write frequently and we hope our readers can forgive us for that. It has been an extremely busy period for us delivering workshops from Singapore to Baghdad in addition to Dubai, Abu Dhabi and other locations. In addition to delivering other services to clients across West Asia. In addition,...
I raise this question “Is the Project Management Institute (PMI) changing direction?” to generate some discussions on whether PMI is indeed changing its direction of it is being a follower or a leader for project management? Initially, we posted this article without offering much of our opinion in order to generate discussions, which it did...
The Project Management Institute (PMI) has just published Implementing Organizational Project Management: Practice Standard. In this – just published standard – it emphasize the importance of tailoring a project management methodology. However, the main focus is on implementing an organizational system. We are happy to see this publication especially that we have been advocating the need for...
In this post we address two important concepts about project management, which are: How to manage projects in organizations, and How to manage projects successfully. We split these topics since the first deals with the organizational system – policies – procedures – processes – methodology, among other factors. The other topic, deals with offering a...
How to build a sustainable organizational project management system? Why is it important to build such a system? We have a PMO, is not this enough? Join us for a workshop in Singapore on how to build and sustain the Organizational Project Management System, from policies to methods, processes, procedures …
Introduction This article is a continuation on past articles and an extended discussion on the last post. As a refresher, to build an effective and sustainable project management organizational system (PMOS), we presented our preferred approach, which is founded on three principles: Use a program management approach, in other words, treat the PMOS implementation initiative...
Introduction A few days ago, we published an article under the title “forget about building the PMO, build the project management (organizational) system” – let us abbreviate it as PMOS. In that article, we touched on our preferred approach, which is founded on three principles: Use a program management approach, in other words, treat the...
What are the gaps in project management, specifically in PMO implementation? How to close these gaps? These are a couple of the key questions that we have been addressing in this series of articles on PMO Implementation, OPM, and the project management office in general. Over the last few days (these are old articles that...
In the last few posts, we have focused on PMO (project management office) and PMO Implementation. Here is what we published so far: What is a PMO and how to differentiate between PMOs? Eight possible functions of a PMO: the PMO Continuum Why some PMO fails or are challenged? In today’s article, we share a...
What are the possible PMO functions? In the context of this article, a PMO can be a project or a program management office. Today, we discuss eight possible functions along the PMO Continuum. In the previous article we established: The PMO, typically, is for the organization and not for one project or program The PMO,...
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