Advanced Project Portfolio Management and the PMO: by Gerald I. Kendall

By Gerald I. Kendall

This finished booklet covers the method, strategies, and methods wanted for profitable venture portfolio administration. It outlines a street map to unparalleled undertaking administration development and features a specific implementation plan for either strategic making plans and a PMO that offers you measurable ends up in weeks. The authors delineate 4 tactics that get a PMO off the floor a lot swifter, using bottom-line price presently. It contains genuine PMO case reports, offers how to evaluation your PMO, illustrates how Six Sigma and the PMO can help one another and be used to force bottom-line worth and offers the hot thought of Constraints 4x4 approach to strategic making plans and the serious Chain Multi-Project administration method. . This publication indicates you ways to show a PMO right into a worth computer.

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The conflicting projects were also important. Without the CEO becoming quickly aware of the conflicts and making decisions to remove the conflicts, the EPMO would not be able to solve the problem. If this happens more than once, project managers within the organization stop paying attention to the PMO. 42 Advanced Project Portfolio Management and the PMO THEMES The two themes, cost containment and throughput improvement, are culturally vastly different. We see most PMOs operating with one of these two themes.

Here, we see that management expectations and departmental processes which work well within each functional area often do not blend well between functional areas. There is often fierce competition for resources. We also frequently hear the complaint of constantly changing priorities, as one manager temporarily wins out over another. Each organizational unit has its own language, its own standards, its own project management techniques or lack thereof. Often, one unit points fingers at another unit for poor requirements definition, rework and other problems that typically cause projects to be late, over budget and not within the scope envisioned by the end customer.

However, one of the ulterior motives of the PMO when it was established was to disband the function over time. Returning to the mission statement, the PMO exists to “sew best practices into the fabric…”. Therefore, as AICPA teams further integrate project management principles into their daily work, there will be less of a need for a PMO, but there will be more successful projects, better prioritization of projects, and an improved coordination of initiatives. ABOUT THE CONTRIBUTOR OF THIS CASE STUDY — RICHARD B.

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