April 10, 2014

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149. Offshore PMO Model

Over my career I have been privileged to work for a number of global organisations.  Therefore, this means that I have gained experience of designing and implementing PMO’s that use a distributed global footprint (resources in many locations) with centralised service / processing units in locations such as India.  As many of you already know, […]

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March 31, 2014

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148. Is a PMO role good for your career?

Over the years I have found the reaction to taking a role in a PMO is very diverse.  Some embrace working in a project management office, others feel that it is a backward step, especially project and programme managers.  Therefore, as I have noticed that some of the posts relating to PMO roles are popular, […]

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March 26, 2014

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147. Plan the renewal of your PDU’s and avoid a mad rush!

For those who have invested the time to attain the Project Management Professional (PMP) that is overseen by the Project Management Institute (PMI), you should be fully aware that you need to re-certify every 3 years. In order to recertify, you need to obtain 60 Project Development Units (PDU’s) over the 3 year period.  The […]

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March 18, 2014

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146. Are you in control of your actions?

It is important as a change agent, project or PMO manager that you constantly strive to develop your skills.  This will help to ensure that the service, the value you provide increases.  This can be achieved through many channels including online articles, reading books, attending classroom based training, etc.  One of my favourites is to […]

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March 9, 2014

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145. Don’t forget the metrics journey….

Implementing standard tools and processes, reviewing / challenging submissions, etc to provide project information and metrics are only part of what is needed for a PMO to be successful.  One of the real skills is being able to take vast amounts of information, distil into key messages and present to the stakeholder. At this point […]

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February 24, 2014

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144. The 5 dimensions for a project metric

In the last couple of posts I have been covering the importance of project metrics to measure outcomes and how to define a process to capture and manage.  This is all very important.  However, in order for the metrics to have value, it is important to be able to define the data points that will […]

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February 19, 2014

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143. Defining a process for project metrics and outcomes

In the last post, Does your PMO track project outcomes, I covered why it was important to define, track and report project outcomes NOT just the performance of the project i.e. progress against milestones, budget, etc.  In this post I want to cover the steps to define the process. What are you tracking? This may […]

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February 7, 2014

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142. Does your PMO track project outcomes?

It is normal for a PMO to put a lot of time and effort into reporting the status of the projects and programmes for which they have oversight.  In many cases the reporting can be very comprehensive.  However, despite all this effort, very polished reporting, the stakeholders and sponsors still have questions and are not […]

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January 31, 2014

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141. How a PMO can add value to the project business case process

In the last 2 posts I covered why every project should have a business case and why sponsors / project managers may not want to create one!  The commitment to producing a business case is only a small step in the process.  To truly realise the value, the process needs to be implemented and actively […]

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January 22, 2014

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140. Why sponsors do not want their project to have a business case

This is part 2 of the 3 part series concerning project business cases.  In the last post, I 5 reasons why a project should have a business case.  In this post I want to cover the reasons why the sponsor, project manager and others do not want to have a signed-off business case.   Accountability […]

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