Business-driven PMO setup – Practical insights, techniques and case examples for ensuring success (Book Review)


The stated aim of this book is to show the reader how to create and maintain a business-driven PMO, because PMOs that are driven by the needs of the business succeed, whereas PMOs that are driven by other motivations fail.

The book sets this out in a pattern of alternating chapters – one explaining a point from a theoretical or academic perspective, which is then supported by a shorter chapter or two demonstrating that point working in practice.

Rather than go through summarising each chapter, I thought it might be more helpful to list some interesting points or “Aha!” moments that I found in this book (and there were many). Continue reading “Business-driven PMO setup – Practical insights, techniques and case examples for ensuring success (Book Review)”

What has the PMO ever done for us?

What has the PMO ever done for us

With all due acknowledgement (and apologies) to Monty Python’s Flying Circus, whose film The Life of Brian inspired this post.

THE INTERIOR OF A DIRTY CITY PUB. A SHADY BACK ROOM WITH A CONSPIRATORIAL ATMOSPHERE. We join a meeting of the Project Managers’ Revolutionary Front, where Brother Reg (the chairman of the meeting) is proposing a motion to the members (all Project Managers), and a CxO guest… Continue reading “What has the PMO ever done for us?”

The Agile PMO – Leading the Effective, Value Driven, Project Management Office (Book Review)

by Michael Nir
Self-published by the Author as a Kindle eBook on Amazon.com, 46 pages (estimated, 10,400 words), £2.65 RRP (review copy supplied free of charge)
PragmaticPMO Rating:  ****

This book leads with a single central principle – that a PMO’s sole reason for existence is the creation of value for the organisation, and that the single most effective way it can do that is by managing the allocation of resources to projects. Of course, tools, methodology and processes are all good things to have, but identifying how to deploy resources for the best return on that investment is where a PMO really comes into its own. Continue reading “The Agile PMO – Leading the Effective, Value Driven, Project Management Office (Book Review)”

Benefits Realisation Management (Book Review)

This well-written book starts by explaining the fundamentals of Benefits Realisation Management (BRM). It debunks popular myths, and explains why adherence to outdated beliefs can prevent organisations realising all of the benefits that could arise from change. Most of this “practical guide” is devoted to applying BRM to various situations. Continue reading “Benefits Realisation Management (Book Review)”

How to keep your programme schedule on the right track

How to keep your programme schedule on the right track

Having created a useful project or programme schedule, how do you use it as a delivery tool? Here’s the approach I have used successfully on several recent programmes.

Continue reading “How to keep your programme schedule on the right track”

How to create a useful programme schedule

How to create a useful programme schedule

How do you integrate the schedules of multiple projects into a single programme schedule that concisely conveys time-related information? This is the approach I have used successfully for several programmes.

Continue reading “How to create a useful programme schedule”

What does your PMO stand for?

(well OK, mostly the “P” part…)

All over the web you will see people asking or debating what the “P” stands for in PMO. The “MO” stands for “Management Office”, but the “P” can stand for Project, Programme or Portfolio depending on the organisational context.

Axelos use the term P3O® to cover all three, but this is also confusing as the insertion of the “3” makes many people think that the final “O” is actually a “0” (zero) rather than the “O” of “Office”.

This can of course lead to confusion, so I suggest making a small alteration to remove the ambiguity. In my own writing I use:

  • PjMO = Project Management Office
  • PgMO = Programme Management Office
  • PfMO = Portfolio Management Office

This makes it very clear which kind of PMO we are talking about. Simples!!

What do you think?

Processes are an organisation’s memory

Further to my post on Lessons Learned from project delivery, I’m going to take a calculated risk by standing up for the pragmatic application of process. Yes, that’s right, process.

Processes are an organisations memory

Now, people seem to enjoy a bit of process-bashing, and I get that: nobody wants to have their working lives organised for them to the point where they become a soul-less, heartless, brainless robot, but I am proposing the idea that processes are an organisation’s memory. Continue reading “Processes are an organisation’s memory”

How to make sure that Lessons Learned stay that way

I often wonder just how much project management organisations really learn from project successes and mistakes. I think we could all definitely learn better than we currently do.

How to make sure lessons learned stay that way Continue reading “How to make sure that Lessons Learned stay that way”

Project reporting shouldn’t be “green side up”

Following on from my post on watermelon reporting, I wanted to share another, related, phenomenon with you – “green side up” reporting. This describes the phenomenon where the health of programmes and portfolios is reported more favourably the higher up the organisation the reports are circulated; that is to say that in the project world everything looks green when viewed from above.
Project reporting shouldn't be green side up
Turf is supposed to be green side up. Your project reporting shouldn’t be.

Continue reading “Project reporting shouldn’t be “green side up””