In this session, Eileen and Carol talk about the professional development available for all levels of PMO practitioners. They’ll be focusing on the four levels of qualifications from the House of PMO, PMO career paths, their own insights in how to develop yourself and your PMO team.
In this session we take a look at the PMO service catalogue and learn how to create a PMO service. You will learn about why a service catalogue exists, what it is used for and how to create one for your PMO. Eileen gets into the detail of what a service consists of and how to complete the description of a service and the key elements required to fully outline the service.
In this PMO Conference 2021 session we hear from the PMO team at Zurich Insurance and how they combined two PMOs into one, and moved from the IT side of the business to support change across the whole enterprise.
A large part of the role of the PMO is supporting communications and the exchange of information that regularly happens in projects, programmes and portfolios.
One of the most common supporting roles is the one the PMO provides in meetings and regardless of what level of PMO professional you are or what context you work in, you will be required to take effective notes.
Yet many of us working in PMOs are probably expected to just get on with it and receive minimal training or guidance.
In this extended article, we take you through to process and provide guidance and practical tips on becoming an ace note taker.
From our sponsor - Planview - take a look at the Visibility and Reporting eBook
If there is one thing the PMO does it's reporting and in this eBook there is plenty to get you thinking differently about the reports you create. We liked the ideas about different visuals and the insights into reporting for senior execs
One of the P3M Enabling competences with the House of PMO Competency Framework is Capability Development.
The definition of the competence is to “assess and support the continuous development of individual competence and collective professionalism to successfully deliver the current and anticipated portfolio of change”. This competence is required for the development of competence frameworks and role profiles for all those involved in the delivery of the portfolio – including Sponsors, Portfolio, Programme and Project Managers and PMO staff.
On our inaugural PMO panel discussion, there were three individuals with a wealth of experience in developing role profiles, bespoke competence frameworks, developing career paths, undertaking competence assessment and planning development activities, to share their experiences and provide practical hints and tips.
According to the poll taken during this session on Lessons Learnt About Lessons Learnt, only 50% of projects in our participant's organisations have a lessons learnt approach as part of their project management delivery methods. Personally, I was surprised at how low that was.
You can't deny that learning lessons from everything we do - in our own lives as well as at work - just makes sense. Taking the time to think about and reflect on how we've done something - whether that's successful or not - should mean we come at a similar or related challenge in the future just that little bit wiser about how we'll tackle it.
Projects and project management are ripe for insights and little nuggets that help smooth the path for future projects - after all, the methods and ways of working in project management have all come from someone's previous lessons on what has worked and what definitely hasn't.
In this PMO Flashmob session about Lessons Learnt, we heard from PMO professional Ken Burrell. Ken is passionate about Lessons Learnt, so much so he wrote a book on it -Learning Lessons from Projects: How it works, why it goes wrong, and how you can do it better - so who better to help PMO professionals understand more about what we can be doing to better support our organisations in this area of Knowledge Management.
