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.
Send us a video, screen shot and/or description of how you’re using “My Lists” in PPO to mylists@go2ppo.com and stand a chance to win a voucher and treat yourself to an item in one of your “Wish Lists”!
Data Quality ensures that information on hand in PPO is up to date and relevant. It is a measure the PMO can use to ensure that reporting is thorough and regularly done. It is also a tool that the Project Manager can use to consistently manage their project professionally and according to the reporting standard of the project management office (PMO).
We spent most of 2022 encouraging our users to log new product ideas and accelerating the development of new features. This allowed us to fine tune existing functionality and introduce new features – all based on valuable user feedback. From List Widget, Chart Widget, Conversations & Feed Widget, Business Intelligence (BI) API and Exporting your PPO lists in one click, we hope that you’re finding value in these awesome enhancements.
The project management office (PMO) of leading financial services group, PSG, has driven tremendous value across the group since it centralised project management delivery across its three operating divisions, namely PSG Wealth, PSG Asset Management and PSG Insure.
The project management office (PMO) of Capitec Bank has been announced as the overall winner of the 2021 South African PMO Awards. The South African retail banking company beat three other semi-finalists to take the title, namely runners up PSG, as well as Nedbank Insurance and Alexander Forbes.
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 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”