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...
A large percent of organizations – at least in the “West” – have project management offices (PMO), so why are we saying “forget about building the PMO”? Well for once to grab your attention:). On a serious notes, some organizations that are implementing a PMO, they implement with it the project management system and this...
This is a summary blog! We have recently been publishing on case studies. In the last two weeks we published four case studies and we had published another one in the past. The following is a list of the blog posts specific to case studies: Case Study | A failed PMO implementation Case Study |...
This article is the fourth in a series of articles on case studies from the author own projects’ experience. We have recently presented these case studies as a workshop; part of a Project Management Conference (PM360) in Singapore that was organized by Knowledge Method, sponsored by RMC Project Management, and supported by SUKAD and two...
Introduction Over the last 2 to 3 weeks we have published 5 articles about project management, project management office, and failure in implementing project management. These five articles build on each others leading to this sixth article in the series.
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...
Why some (or maybe many) Project Management Offices, PMO fails? What are the gaps in PMO implementation that could be contributing to their failures? What is the organizational impact? Why a failed PMO might damage project management in the organization or at least dilute its value? Many questions we are posing here to open the discussion. For...
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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