Project Management Seminars
Would you be interested in an evening seminar series, on project management? This article is to seek your input on selecting topics for a project management seminar series.
The Program Under The SUKAD Way™, Project Management Innovation program, and, The SUKAD Social & Professional Responsibility Initiative,
Continue reading This entry was posted in Applying Project Management, Entrepreneurship, Human Aspects of Project Management, Knowledge Management and tagged agile and capital projects, do organizations need a PMO or OPM, myth about global guides, organizational pro, Organizational Project Management, pmi methodology, Project Management Learning, Project Management Office, project management seminars, the pmbok guide myths on . 12 February 2018
We have posted the following message on my LinkedIn account and is already generating quite a bit of discussion.
Continue reading Introduction This article is a continuation on past articles and an extended discussion on the last post.
As a refresher,
project management organizational system (PMOS), we presented our preferred approach, which is founded on three principles: to build an effective and sustainable Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project, Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style, Follow the SUKAD Seven Elements of Project Management Maturity™ model (The 7Es™).
In the last post, we re-touched on the 7Es™ and why an extended approach. Today, we will discuss: why do we propose the program approach?
Continue reading Introduction
A few days ago, we published an article under the title “
forget about building the PMO, build the project management (organizational) system” – let us abbreviate it as PMOS. In that article, we touched on our preferred approach, which is founded on three principles: Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project, Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style, Follow the SUKAD Seven Elements of Project Management Maturity™ model (The 7Es™).
The above is our suggested approach, which organizations can consider in full or in parts. In this article and the next few articles, we will expand on the above.
Continue reading Introduction
Over the last 2 to 3 weeks we have published 5 articles about project management, project management office, and failure in implementing project management. These five articles build on each others leading to this sixth article in the series.
Continue reading Introduction What are the gaps in project management, specifically in PMO implementation? How to close these gaps?
Over the last few days we had published a few articles on PMO: Program or Project Management Office.
With the above articles, we addressed some factors on the “gaps” and today we address closing the gaps.
Continue reading What are the eight possible functions of a project or program management office? In the previous article we established: The PMO, typically, is for the organization and not for one project or program The PMO, typically, is an organizational unit Not all PMO are the same PMO typically stands for Project Management Office or Program Management Office Continue reading What is a PMO? Is it Project Management Office, Program Management Office, or something else?
In this article we are shedding some lights on the emerging (or growing trend) of something called PMO. This is the first article on PMOs and there will be more.