Defining the PMO role is critical in establishing its purpose. This starts with defining the stakeholders who the PMO is to serve, and being clear about their expectations. Only then can a PMO truly define how to deliver its services.
The Conflict Between Doing & Managing: A Project Manager’s Eternal Dilemma
Project managers must perpetually balance between doing, managing and leading. Part of this challenge is that the ‘real work’ of doing projects is often seen as producing deliverables, and not managing the project. The result is that project managers often take on more than they have capacity to be able to accomplish.
Defining The PMO Continuum: Walking The Razor’s Edge
There is an enormous diversity of opinions about what a PMO should actually do. For every PMO, they must find one essential point of balance — the degree to which their purpose is one of support or of control.
The PMO Department–A New Face
In 2002, Mark Mullaly took responsibility for the PMO department for gantthead.com. In his first article, he outlines his expectations and plans for the department.
For Want Of An Idea, A Project Is Lost
How projects get identified is a process, like making sausages, that should not be examined too closely. Determining what projects should be initiated is a critical process, but one that is fraught with challenge. What does a better approach look like?
The Perils Of Project Initiation
“Where did this project come from? And what were they thinking of when they initiated it?” With two simple questions, a host of underlying problems reveal themselves. While project initiation should be rational and objective, it all too often isn’t.