One of the biggest challenges in developing a PMO is selecting an appropriate model by which we can define its purpose and role. Success in defining a PMO is about being clear about why it exists and what it is supposed to do. Building upon recent research, some key archetypes emerge as being most common and relevant.
Defining The Services Of The PMO: The Customers’ View
There is no single model of a PMO. One cannot just go into a store and find a PMO to buy, all neatly packaged and shrink-wrapped. Moreover, there is no one kind PMO to implement. The services that we need to consider, therefore, are those that our customers will find most valuable. A practical guide to thinking about our services from the perspective of those who seek them.
PM Certification Redux: An Immodest Response
Clearly, given the responses to date, the subject of certification and what is ‘appropriate’ is one that concerns us all. It is a topic that generates passionate positions on both sides of the fence. Is there a way to resolve these perspectives?
A Modest Proposal: Redefining Project Management Certification
There are inherent challenges in how many certifications today are structured, as well as in how they are marketed and perceived. What should an effective certification look like, and why would that be important?
Developing A Charter For The PMO
The implementation of a PMO needs to be treated like a project. That means we need to be clear about what we are trying to do. We need to write it down. And someone in authority needs to agree with that statement.
The PMP: How Much Value Does It Offer?
Getting your PMP is a significant investment. It takes time and money to get certified, but is that investment supported by a sufficient return? What does the certification provide, and why is that useful?