Developing a Pmo
My intent for this paper is to outline my plan to develop and implement a corporate Project Management Office (PMO) and Project Portfolio Management (PPM) strategy and capability. My goal in the design of this PMO is to develop a structured avenue in which to manage projects and improve the management of the enterprise through portfolio management thereby linking projects to corporate strategy. I also want it to be more than the mere establishing of an office that creates reports but its vision and purpose is to infuse a cultural change throughout the organization that maximally supports the objectives of this enterprise. Absolute attention must be focused on the portions of the strategic direction of the organization that deal with the project management function.
A cardinal rule in this process is to resist the urge to throw a PMO software solution at any or every problem that rears its ugly head. Too much focus is often placed upon the PMO tool. While tools can be an effective method to address and solve certain problems that may arise, the tools will most likely lead to failure if used alone when the underlying problem has not been identified.
1Lee Merkhofer Consulting outlines 7 keys to implementing Project Portfolio Management. These keys are as follows: (1) embrace the principles involved, (2) choose and approach that fits your situation, (3) secure executive support, (4) establish governance, (5) create a value-measurement framework, (6) institutionalize effective process, and (7) follow a road map for success.
1Merkhofer, L. (2007). Implementing Project Portforlio Management. Retrieved August 13, 2008, from Prioritizing Projects and Optimally Allocating Resources: http://www.prioritysystem.com
Issues and Readiness for Change
It has already been established that the new CIO is a strategist that envisions moving the enterprise to the next level in terms of ROI, IT Governance and strategic planning. One of our first
A cardinal rule in this process is to resist the urge to throw a PMO software solution at any or every problem that rears its ugly head. Too much focus is often placed upon the PMO tool. While tools can be an effective method to address and solve certain problems that may arise, the tools will most likely lead to failure if used alone when the underlying problem has not been identified.
1Lee Merkhofer Consulting outlines 7 keys to implementing Project Portfolio Management. These keys are as follows: (1) embrace the principles involved, (2) choose and approach that fits your situation, (3) secure executive support, (4) establish governance, (5) create a value-measurement framework, (6) institutionalize effective process, and (7) follow a road map for success.
1Merkhofer, L. (2007). Implementing Project Portforlio Management. Retrieved August 13, 2008, from Prioritizing Projects and Optimally Allocating Resources: http://www.prioritysystem.com
Issues and Readiness for Change
It has already been established that the new CIO is a strategist that envisions moving the enterprise to the next level in terms of ROI, IT Governance and strategic planning. One of our first