Category: PDU – Strategic

What is PMOps?

As part of my new PMO re-design PMOps™ (Project Management Operations office) introducing one new metric at a time and once we see the adoption moving towards improvement, in other words, Management by Objectives, we introduce another. It’s like Capability Maturity on steroids.

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Agile Transformation: What Really Changes to Unlock Powerful Results (Part 2)

If we’re willing to change how we work, our teams can create more value than we ever imagined. This article reviews five changes beyond autonomy that allow teams to improve the way they deliver to the organization.

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Agile Transformation: What Really Changes to Unlock Powerful Results (Part 1)

Your business requires more agility than we’ve seen at any time since the industrial revolution. The ability to adapt, change and grow is as important as the production of high-quality products and services. As business leaders, we must do more to create organizations that move with our customers, suppliers, markets, and products. But what is the most effective way to guide change that brings the entire organization along on the journey? How can we create an environment that continues to grow and adapt as customer demands, technologies and stakeholder expectations change? Learn about the impact of management change that comes with Agile transformation.

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Fixing Your PMO

Kim Curtis explains the types of PMOs today, a condensed version of her full white paper called The Dysfunctional PMO which outlines the inception of the PMO, the types of PMOs in existence today, issues within the PMO that can cause failure as well as gives a step by step process to fix it.

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The Agile Approach: How to Benefit from Agility in Strategic Planning

No matter what industry you’re in, it’s safe to say that the modern world is complicated, unpredictable, and full of rapid changes. That means that taking weeks to develop a rigid strategic plan may no longer be the best way to ensure growth. Instead, the most successful brands are taking a more dynamic approach to strategic planning, and embodying a culture of agility in their decision making.

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PMO failure reasons: Which one have you seen already?

This year, the information regarding PMO’s has increased significantly compared to 2017. I see more connections with the title, more posts in social media, more tools available and more books published. I also see more interest from Project Managers in becoming PMO leaders.

However, why are PMO’s still failing? Why are they still perceived as if they do not add value?

After observing the environment in several PMO’s and reading several books from recognized authors on this subject I would like to tell you the five main reasons why I feel PMO failure happens.

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Leadership Pattern Part 1 – Strategic 5 year planning

If you don’t have a good strategic plan or road-map, then any path will get you there, and “there” may not be where you want to be. Effective Leaders follow several key leadership patterns. The first Leadership Pattern is strategic planning. Defining the direction, counseling together, planning the work, understanding capacity and capability, and executing actions to accomplish the objectives as they were defined.

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Are the “Triple Constraints” the best measure of Project Success?

“The traditional measures of scope, time, and cost are essential but no longer sufficient in today’s competitive environment. The ability of projects to deliver what they set out to do – the expected business benefits – is what organizations need.” – PMI Pulse of the Profession – 2018 – Page 3

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Sizing PMO for Your Reality

There are a few trains of thought when it comes to this topic according to the guidance that is out there. A common one comes down to aligning the number of PMO roles to the overall cost of the portfolio it is managing. Another relates more to the number of projects and programs that are active and being managed in the organization but the majority of PMOs are budget driven and resource up to that amount.

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