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.
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.
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.
I returned from the UK on Friday 13 March and self isolated until my negative COVID-19 test results came through on Wednesday 18 March. We closed the Project Portfolio Offices offices on that day, moved all staff to work remotely and officially stopped all face to face engagements on Friday 20 March. It’s thus been over two weeks that I’ve been working from home, which has given me the opportunity to eventually share some thoughts on our February 2020 PMO Forum event.
Hot on the heels of our fancy new filter control on list pages, we are pleased to introduce our latest change. PPO is saying goodbye to the action icons and replacing them with action buttons and action menus.
We are thrilled to unveil the latest enhancement to the PPO user interface which we believe is the best yet! All lists / tables in PPO now have a single, powerful filter control which replaces the previous list criteria dropdown boxes.
The recent leg of the Gauteng PMO Forum, supported by Project Portfolio Office, featured a lively conversational buzz as some 80 PMO leaders and executives took part in a multi-question debate. Three topical issues in the current project and portfolio management (PPM) space were presented, and after a brief introduction of each to set the scene, it was ‘G for go!’ on The Great Debate, the last event of this year in the popular series.
Project Portfolio Office, a solution provider that helps organisations achieve greater project success, has released findings of the first ever comprehensive analysis of project management offices (PMOs) within South Africa. Project Portfolio Office equips businesses with processes to drive operational efficiency by either implementing a new project management office (PMO), operating a PMO, or optimising and maturing existing PMOs.
SoluGrowth, a South African business process solutions company serving multinational clients across the globe, has enhanced its quality management measures for a global financial services corporation, as well as seriously cutting down on reporting man-hours and improving visibility around business processes, with the implementation of Project Portfolio Office’s PPO cloud-based project portfolio management (PPM) software.
Aspen Insurance (Aspen), a leading provider of insurance and reinsurance, opted to implement PPO, Project Portfolio Office’s cloud-based project portfolio management (PPM) software in mid-2018, with the company making significant progress in time savings, project throughput and insight into data since the rollout.
