Category: Lessons Learnt

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.

What is your PMO’s #1 Project this Year?

project_pmo

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.

So whose side are you on? Industry hot potatoes debated at quarterly Gauteng PMO Forum

pmo-forum-debate

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 looks at the current state of the local portfolio and project management, releasing results of first PMO Insights Report

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.

What PMO leaders and executives are doing to secure their seat at the strategy table

pmo

I was privileged to lead the discussion  on what successful project management office (PMO) leaders and executives are doing to secure their seat at the strategy table at the recent Gauteng PMO forum. The forum is an invitation only interest group under the umbrella of Project Management South Africa (PMSA) that  provides members with a regular opportunity … Continue reading “What PMO leaders and executives are doing to secure their seat at the strategy table”