Category: Lessons Learnt

Taking ownership of your PMO career

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.

How Project Portfolio Office adapts approach to implement PPM software successfully

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.

Stop project sign off delays with automated approvals

project document

Unexpected project delays have always been a source of concern for project environments. There are lots of reasons for these delays, ineffective project planning and scheduling, late procurement of materials, poor design, design changes and the list goes on. But the one cause that is understated and within the project management office’s (PMO) mandate to address, is the delay in approving project and product deliverables. I’m sure you can recall more than one occasion where a key deliverable wasn’t approved on time.

The Value of Project Prioritisation

prioritisation

It is good practice for organisations to regularly think strategically about where they want to be, what they want the organisation to look like, and how they need to go about getting there. Traditionally, this process happened on an annual basis and was largely integrated with the annual financial planning process.

PPO provides Mediclinic with maturity assessment as solid foundation for PPM tool implementation

ppm maturity

Around the world, healthcare is a business vertical like any other. Hospitals exist and operate within the healthcare arena with the ethical purpose of providing the best possible healthcare to the patients, while at the same time being able to generate profits in order to pay salaries, satisfy shareholders, and continue with the maintenance and improvement of standards and medical procedures.

How the right maturity assessment can help your PMO add strategic value

An organisation’s Project Management Office (PMO) should play a vital role in delivering on the business’ strategy. However, gaining an understanding of this action plan – and the company’s maturity to execute its declared strategy – is a necessary first step in unlocking a PMO’s value. A clear view of stakeholders’ needs and expectations is also key to this process.

Is the PMO helping your organisation to become ‘project-fit’?

In a rapidly changing business world, the ability to adapt and apply new information is fast becoming more important than any other skill. It shouldn’t come as any surprise then, to hear that Project Management Offices (PMOs) have come under growing pressure from their organisations over the past few years to become more agile, strategic and value-adding; a point that has become further highlighted recently against the backdrop of the COVID-19 outbreak.

10 actions for programme management offices to navigate a successful transformation programme

transformation

It’s common for organisations to launch complex and large-scale change transformation programmes yet, nearly 75 percent of these programme fail to improve business performance within the short or long-term. At the start of these transformation programmes, there is almost always tremendous pressure to get going as quickly as possible and this is where some of the first mistakes are made. Executive Sponsors are eager to get going to build trust that the investment is in good hands, whilst programme practitioners want to ensure that there is a solid foundation in place to execute the programme.