By Gerald I. Kendall
This finished ebook covers the method, strategies, and approaches wanted for winning undertaking portfolio administration. It outlines a street map to remarkable undertaking administration development and features a exact implementation plan for either strategic making plans and a PMO that provides you measurable leads to weeks. The authors delineate 4 strategies that get a PMO off the floor a lot speedier, using bottom-line worth shortly. It comprises actual PMO case reports, offers the way to assessment your PMO, illustrates how Six Sigma and the PMO can help one another and be used to force bottom-line price and provides the hot idea of Constraints 4x4 approach to strategic making plans and the severe Chain Multi-Project administration technique. . This booklet exhibits you ways to show a PMO right into a price computing device.
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Extra info for Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed
A project that is behind schedule needs more than a factual report. The PMO can be very effective by making sure that the project management methodology or tool provides timely information. If the PMO can help the project managers to identify problems early, corrective action can be taken in small doses. This provides less stress to the project team and also to the Governance Board. Remember that projects are more likely to be cancelled if the corrective plan requires major changes. Also, the more often this happens, the greater the likelihood that the Governance Board will question what the PMO was doing all this time.
Why PMO Implementations Fail 37 SUMMARY Simply put, PMOs fail because they do not set out their mission as providing measurable value to their universe of customers. First and foremost, the executive team must see the PMO as providing tangible help towards meeting the organization’s goals. Each and every project manager must see the PMO as a trusted group who is helping them to meet their goals. Functional managers at all levels must see the PMO as helping resolve resource conflicts and other crises and getting the project work done faster and better.
Rather, what we see is that the PMO will ultimately fail due to lack of involvement from the most senior of the executive team or negative influence from other organizational units. The PMO must be able to influence scheduling and decision-making across all projects. Otherwise, some organizational units will see the PMO as their enemy or as a powerless entity. But the role of the PMO is not one of referee. The PMO must have enough influence to solve the constant resource crises and project priority shifts permanently.