PMOs have a valuable role in supporting the creation of connections between projects and their stakeholders. The PMO should provide governance frameworks; facilitate stakeholder networks, and support the coordination of activities with role-based stakeholders. Its role with respect to agenda-based stakeholders is less clear. Without careful consideration, PMO interventions may result in the wrong behaviours and a disconnect between the project and its stakeholders.
Takeaways:
Good practices for the PMO in supporting stakeholder engagement with examples
The difference between role-based and agenda-based stakeholders and why it matters
What should the PMO be monitoring with respect to stakeholders
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This research-based presentation addresses the role of the PMO in the combination of governance as structure and governmentality as human agency for success at the project and organizational level.
Three stages are discussed: 1) the enablers of governance and governmentality; 2) the practices in terms of different governmentality approaches, governance paradigms and mechanisms, and project sovereignty; and 3) the consequences of and for governance and governmentality in terms of project results, ethical issues in projects, and the alignment of the organization to their particular context.
Real life cases will be discussed and tools for assessment and profiling of governance and governmentality approaches will be presented.
Takeaways:
The role of the PMO in establishing organizational enablers and practices for governance and governmentality
The link between governance approaches and its consequences
Tools for PMOs to assess and profile their own organization
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Next generation project portfolio management (PPM) is coming as organisations look for new approaches to deliver better results than the incremental improvements to existing portfolio management practices can offer.
It will fundamentally change the way organisations view projects, programs and the portfolio and will deliver a cohesive, integrated approach that involves all business functions and provides a single, portfolio driven alignment for all projects.
Takeaways:
A new way of thinking about portfolio management and an appreciation for how their organisation can improve
An awareness of the conversations that need to happen with other ‘non-traditional’ departments (HR, Finance, etc.) about the roles they need to play in a successful portfolio
A roadmap to evolve the PMO to prepare for this new philosophy of top down, all-encompassing project delivery
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There is no surer way to invite PMO difficulties than to rush into a PMO model and people, process, and tools strategy accompanied by efforts to sell the PMO. Yet, despite lack of success, this is an approach still advocated and taken by many today.
Based upon Perry’s years of PMO research and his three book series, Business Driven PMO Setup and Management (2009), Business Driven Project Portfolio Management (2011), and Business Driven PMO Success Stories (2013), published by J. Ross Publishing, this presentation engages participants in thought-provoking case studies and examples, that reveal, challenge, and correct common misguided PMO setup and management approaches.
If you are setting up a new PMO, seeking to improve an existing PMO, or in a highly mature PMO, this presentation will test your convictions, offer you different insights and ideas, and leave you with many “aha” moments that you can apply in the workplace.
Takeaways:
A new, outside the project management community, perspective on the purpose of the PMO
A new way of thinking about how PMOs can be set up and managed
A roadmap consisting of three steps, two tips, and one Golden Rule that will ensure a successful and business-driven setup and management of the PMO
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