Over the last three years I have had the privilege to be involved as an international judge in the PMO Global Alliance Awards and as the chairperson of the judging committee for the South African PMO Awards. Here are just some of the things I learned from some of the best PMOs in the world.
I would love to hear from you, so please share your insights by adding to the post.
Continue reading “Lessons from the best PMOs in the world”
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!”.
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!
Continue reading “Going solo: The project management way!”
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.
Continue reading “Renewing your PMO”
If you’re working in a structured project environment with a project office, the chances are that you are using a right-size governance approach.
What does that mean? Essentially, the level of management attention and oversight varies appropriately, depending upon the characteristics of the project, such as size and complexity, or the level and significance of the impact of the project on the organisation.
Continue reading “From right-size governance to agile governance”