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.
Despite the best efforts of many project management offices (PMOs), most are still struggling to get benefits management and delivery – a crucial part of ensuring that the business sees a return on its investment – successfully in place. Benefits management remains an elusive goal for many PMOs.
Martin Parlett, Head of the PMO for the government of Montserrat, a Caribbean island, recently shared his ‘Lessons in Focus’ for project management offices (PMOs), highlighting that, wherever they may be based, and whatever they may be trying to achieve, the challenges for PMOs across the globe are common.
The world of the project management office (PMO) has changed dramatically, shifting away from the PMO having an administrative or support role only towards adding real business value. This evolution has been similarly reflected in the career opportunities available within the PMO space.
With the growth and change in different work management practices such as a more agile approach to delivery, lean management and even hybrid or flexible working models, locations, and hours, the definition of what is or not a project is something that our clients ask us all the time.
Up until 2019, PPO approached project portfolio management (PPM) software implementations in a typically waterfall approach. We would spend full days with our clients meticulously taking down requirements and then carefully crafting the best solution to meet those requirements – and it worked well – so why did we change our ways? Well, let’s think of the typical issues PPM software implementations face using a waterfall approach.