Implementing PPO for portfolio reporting is easy, you don’t need high maturity or detailed end to end portfolio management processes. If your PMO is still relying on static snapshots without the ability to compare performance, discover how your PMO can ditch the paper and automate your portfolio status reports in PPO!
The University of Johannesburg (UJ), supported by Project Portfolio Office (PPO), has been awarded Intelligent Education Implementation of the Year at the Intelligent ICT Awards Africa 2025. The award recognises the success of UJ’s OnePMO initiative, powered by PPO’s project portfolio management software, in driving digital transformation, improving governance, and aligning project delivery with institutional strategy.
Irrespective of what type of projects your organisation runs, what methodology is used and what type of Project Management Office (PMO) your organisation has, organisations with a high level of Project & Portfolio Management (PPM) maturity, or those looking to grow their maturity, manage project governance. But what is project governance?
In this blog post, we’ll explore five signs that indicate your business might not be ready to implement PPM software. By identifying these signs early on, you can avoid potential pitfalls and ensure that your transition to PPM software is smooth and successful.
While some Project Portfolio Management (PPM) tools automate some of the required project and portfolio status report, when we developed PPO we automated a number of the key project management documents that an organisation would mandate their project managers to complete.
Project management offices (PMOs) often face the difficulty of having no real, objective way to measure the performance of their project managers. Harmony is not alone in experiencing this challenge but has succeeded in streamlining its performance management information gathering process, while also providing clearer direction for its project managers and administrators.
Project Portfolio Office (PPO) was selected by the University of Sussex’s project office (Sussex Projects) to conduct a full diagnostic maturity assessment one year after its formation. Learn more more about their journey.
The project management office (PMO) of the Central Bank of Lesotho (CBL), a statutory organisation fully owned by the Government of Lesotho, yet which enjoys relative independence in formulating and implementing monetary policy, has been named as first-ever PMO of the Year for the country.
It’s common practice for the project management office (PMO) to be tasked with introducing timesheets for the organisation’s projects. Irrespective of why timesheets are required, we’ve put together a few things for the PMO to consider.
Effective project portfolio management (PPM) practices are crucial to survival for organisations faced with an uncertain economic and political climate. South African strategy executive, Leabetswe Bomvana looks at three common mistakes many businesses make when it comes to the execution of strategy, making her recommendations on how to overcome these.
