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.
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?”
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 It debunks popular myths, and explains why adherence to outdated beliefs can prevent organisations realising all of the benefits that could arise from change.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 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.
Further to my post onLessons 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.
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”
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.