The PMO as knowledge broker

Nothing is a waste of time if you use the experience wisely

Identifying lessons learnt is a necessary part of the project process, not only does this information have the capacity to lighten the workload of the project manager, but it also places the company running the project, in a position of increased competitiveness – however, this is only if the knowledge is actually applied. Unfortunately, the reality confronting many project managers is that once boxes have been ticked and projects completed, it is very rare that this information is accessed and utilised in future projects.

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Want more pace in your projects? Governance is the key

Increasing the pace of delivery of projects takes a lot more than just working faster.  For most projects the biggest time-thief is decision-making.  It’s not the effort, it’s the elapsed time it takes to appraise the various stakeholders of the issue, get a consensus and then transmit their response to the project. If you really want to increase pace of delivery, then it is the elapsed time-stealers that have to be streamlined… and of these, the most important? Governance.

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Going solo: The project management way!

Last year I watched my daughter make her first solo flight in a light aircraft.  That means she took off in an airplane on her own, and landed it. She was just 16 and had ten hours training.  The first I knew it was happening was when the instructor said quietly to me,  “You might want to stay around to watch this lesson!”.

Photo by Martin Adams on Unsplash

If you haven’t experienced going solo in a airplane, this is pretty much how it works. After you’ve made three perfect landings in a row, the instructor casually remarks: “Not bad, why don’t you do the next three circuits on your own?”  They then climb out of the airplane leaving you alone with the engine running and ready to go.  At that moment the airplane seems tremendously quiet, the right-hand seat looks tremendously empty and the runaway looks tremendously short!

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Renewing your PMO

If you are lucky enough to have attended the PMO conference in London in June then you may be already be reflecting on:  How could the PMO improve?  How can we increase the value of our PMO?  What kind of PMO should we be?

A view that PMOs should not be permanent structures has gained ground recently.  Todd Williams, in his insightful book on “Filling Executive Gaps”, suggests that PMOs are perceived as essentially bureaucratic and they all tend to outlive their usefulness.  The need to re-invent and re-align the PMO every few years to remain valuable has almost become a mantra in PMO circles.

John McIntyre at the 2017 PMO conference talked about “How to survive that tricky third year”: and described how the PMO at Ticketmaster managed by doing more with less, deciding what to continue to provide and what to drop.

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