Looking back on five years of guiding the development of PMOs, a lot has changed. And yet much is still the same. Where have PMOs evolved to, and what still remains to be accomplished?
Differing Perceptions
We don’t do project management, we practice it. It is not a universal standard or procedure that must be followed with religious adherence; it is a way of thinking and organizing our work that requires appreciation of context and relevance.
The Path Less Traveled: Growing And Keeping PMs
How we attract and maintain project managers is a struggle for many organizations. While a valued skillset, it is one where supply is scarce and demand is high. So how do we grow and keep project managers?
A Separation Of Convenience
The reality of managing IT projects is that the business side often abdicates its responsibilities in favour of technology delivery. The critical aspects of change management and value realization often get overlooked as a result.
Repeat After Me: I Am Not A Paper Pusher
Organizational change leader or glorified clerk: never has the spectrum defining the project management role been so broad. What organizations want is the leader; what many feel they are getting is the clerk. What does it take to become the leader that organizations want?
Making Better Choices: Implications Of Formal Project Initiation
The last column in this series explored the consequences of not having a formal prioritization process. But what happens when the opposite occurs? What are the implications of having a formal project initiation process in place? If having a formal approach to project initiation is so great, why do so few organizations have one?