Measuring the value of a program management office
Many organisations have contemplated or implemented program management as a means of managing interrelated projects with varying degrees of success. PM Oracles explains how to measure the value of a program management office.
Project prioritisation according to customer demand
Selecting which projects to charter within your organisation has long-term implications both for you and your organisation. PM Oracles offers a matrix to help you prioritise your projects according to a balance of demand and resources.
Why PPM and PMOs fail—KeyedIn Projects
Why PPM and PMOs fail
There is a wide gap between what the PMO (Project Management Office) is doing and what the business expects it to be doing. This misalignment has serious consequences for both the PMO and the business.
If you are concerned about setting up your PMO, then maybe you should be—the failure rate is very high with approximately half of all PMOs closing down within three years or considered implementation failures.
Fortunately, it’s not all bad news. A select few PMOs are maturing to add great value to their businesses. What do these best in class PMOs do to separate themselves from the rest? With the right knowledge and an effective game plan you can make a huge difference to your PMO strategy—both strategically and tactically through the use of Project Portfolio Management (PPM).
Author: KeyedIn Projects
Review Status: N/A
Lessons on project governance from the CBA scandal
The CBA financial scandal is a classic example of the effect of setting the wrong performance targets. Pat Weaver on the challenge for project controls professionals and PMOs to create performance measures that focus on things that matter.