The competencies and capabilities necessary for PMO leaders to transform an enterprise PMO from a tactical overseer to a strategic partner encompass a broad range of strategic, interpersonal, and adaptive abilities – and extend far beyond traditional project management skills. Strategic Thinking PMO leaders must see the big picture and understand how change initiatives align…
View detailsIf PMO leaders want a seat at the strategic table, they need to establish themselves as trusted business partners. In this article, I asked if the PMO is its own worst enemy and highlighted that a significant proportion of PMOs state their purpose as process and governance, have no formal process around assessing value and…
View detailsArmed with an arsenal of KPIs, a PMO leader confidently presents the executive board with a sea of green indicators, all provided by the latest AI-enabled project portfolio management software. This PMO leader is confident their team is doing a great job keeping project delivery on track. Yet stakeholders are disengaged, innovation has stagnated, and…
View details
The recently released 2024 PMO Research Report from The PMO Squad emphasises in its introduction that organisations need talent, tools and capability to drive them forward with a faster rate of change. While not statistically significant, the research findings do raise some interesting questions about the current state of PMOs. Some of the key insights: Executives…
View details
This one is about end user engagement in change. The point being made here is that if as a user (the people on the right) you aren’t prepared to articulate what you want, don’t be surprised if you don’t like what you get. And no, “isn’t it obvious?” doesn’t count. Sometimes the idea of a change can seem…
View details
This one is about end user engagement in change. The point being made here is that if as a user (the people on the right) you aren’t prepared to articulate what you want, don’t be surprised if you don’t like what you get. And no, “isn’t it obvious?” doesn’t count. Sometimes the idea of a change can seem…
View details
One of the most frequently asked questions we get here at The PMO Professionals is “what is the best PMO tool?” The truth is that one size doesn’t fit all; just as PMO is used to describe a project, programme or portfolio office – the best PMO tool for each situation will depend on what…
View details
“The PMO Lifecycle: Building, Running & Shutting Down” by William Dow, PMP is my go-to book when setting up or improving a PMO, and I keep it close to hand on my business bookshelf for easy reference. It’s definitely a how-to manual, packed with checklists, diagrams and review questions to embed your learning. You can…
View details
I often get asked what PMO stands for (especially by baffled members of my family!). Well the ‘P’ can stand for project, programme or portfolio, the ‘M’ stands for management, and the ‘O’ stands for office – or officeR – because let’s face it how can a person like me be an office? …so PMO…
View details
The experience of running projects contains insights that ought be useful to organisations and individuals, yet very often this useful knowledge is not fully or effectively exploited. Does your organisation learn all that it could from its delivery experience? See if you recognise anything in the post below… How can you tell your organisation is…
View details