The Inside PMO Report on PMO Leadership was released during 2022 and at the project management expo show in London we shared the insights to an audience of project management practitioners.
We also had an exhibition stand and asked visitors to the stand to think about their own experiences of leaders - both good and bad.
You can take a look at the presentation we did - and see what others thought about leaders too.
At this lunch, the subject was ‘PMO Leadership’
We wanted to understand about PMO leadership experiences, leading people, the PMO and leading in the organisation.
There is a real lack of insights when it comes to leadership in PMOs. What makes a good PMO leader? How do you become a great leader of the PMO? Is it different to leading any other type of business function? These were just some of the questions we wanted to find answers to for this Inside PMO Report.
We also wanted to understand if leadership skills and the different qualities and behaviours are just limited to PMO Managers and Directors - those that traditionally lead a PMO. What about the people who work in the PMO? What about the PMO itself?
In the latest report, we take a look at leadership from different PMO angles and bring some new insights for the PMO community.
Technology continues to make advances that can be embraced or ignored (at least temporarily) by our PMOs.
The latest bunch of technologies include Artificial Intelligence (AI), Robotic Process Automation (RPA), Machine Learning (ML) and Predictive Analytics (PA). Few PMOs have embedded these technologies, with many more not fully understanding what the technologies can do, but concerned by the scare stories that the PMO roles will disappear within the next 5 years.
In the latest report, we take a look at how these technologies can be used within the PMO; how to get started and how the PMO is changing.
PMO Flashmob presents the Inside PMO report bringing insights from experienced PMO Managers and looks at the question – can we measure the value of a PMO to the business?
The report looks at different aspects including PMO metrics; Service Level Agreements; organisation KPIs and the links to PMO and where our PMO Managers focus when it comes to metrics.
Many PMOs now need to support Agile projects as well as traditional waterfall projects, moving to be a hybrid or bimodal PMO.
PMO Flashmob launch the latest Inside PMO report bringing insights from PMO Managers working in hybrid PMOs today.
The report looks at the functions and services required and answers the questions – what stays the same, what needs to change, and what is new.
The question for the PMO community is, “do you understand what additional skills and competencies you need working in a hybrid PMO?”
Many of the skills you have are still required, but some will need further honing or developed from scratch. The report looks at how the services of the PMO change when supporting Agile projects and what associated skills you will need to have to do that successfully.
Big title! This is the session we gave at Project Challenge the other week. Unless you've been on the moon, you can't have helped but notice we launched our latest Inside PMO Report at the show.
It's Beyond Timesheets: The Challenges and Realities of Resource Management - we recommend you download it and either listen to the session before or after.
We also covered some of the resource management challenges from the visitors to the show, that article went out last week.
We mention in the video about wanting to take this report further so if you're interested in getting involved in some way, drop us a line through the form below.
The session is 26 minutes long - enjoy :)
‘Beyond Timesheets: The Challenges and Realities of Resource Management'
The PMO Manager’s Lunch was held to explore three distinct areas that currently present a challenge:
1.Capacity Planning – cross organisation and cross divisional/department in terms of ‘do we have enough people to do the work’
2. Allocation – down to a project level where we start to have named resources and all the fun and games of potential timesheeting issues that we do or don’t have.
3. Skills and capabilities of the delivery teams and what the PMO can do in this area for example with competency models.
The Challenges and Reality of Portfolio Management.
The Inside PMO Report:
As organisations look to improve on the returns from strategy development and increase maturity in programme and project management delivery capability, portfolio management has increasingly taken centre stage as a business function to support that.
Portfolio management is seen as the ‘glue’ or ‘bridge’ between strategy and strategy execution (delivered by programmes and projects).
The PMO or Portfolio Office is the place where portfolio management practices become a reality for an organisation.