What does it really mean to be a project manager? What does it take to be successful, and what are the consequences for failure? What do we need to make sure we have negotiated up front if we are to truly be a project manager?
Making the Case For a PMO: Building Your Presentation
Making the case for a PMO requires providing a clear, compelling and focussed argument. As with any sales process, there are strategies and structures that – when employed – help you get to the point quickly and effectively. How to build your case.
Project Management: A New Definition
We need clarity about what it means to really be a project manager. It is important to know what this looks like, what is expected of us and what we should expect of others. While there is a lot of fuzziness in the world about project manager, this article provides some clear-cut answers.
Selling the Value Of The PMO: What’s In It For Me?
Understanding the mechanics of setting up a successful PMO is one thing. More importantly, we need to sell the value of the PMO to the organization. Support and sponsorship is critical, and the case needs to be made in a way that will make people stand up and take notice. What to think about in making that case.
Toward a Meaningful Definition of Project Management: Stops On a Journey Forward
Defining project management is a challenge rooted in the difference between ‘project doing’ and ‘project managing’. And, because it’s the results that we care about, we often place greater emphasis on what produces the results, not how the process of getting their is managed. How to clarify this distinction in a way that is meaningful.
Applying PMO Measuring: Benchmarking Ourselves
Demonstrating PMO success is essential. Developing measures to do so is challenging. Establishing effective benchmarks of PMO success is where the rubber truly hits the road. How to think about setting effective success measures and validate them.