Tag Archives: PMO

Possible Program Life Cycle

How to implement a project management organizational system – 2?

Introduction

This article is a continuation on past articles and an extended discussion on the last post.

As a refresher, to build an effective and sustainable project management organizational system (PMOS), we presented our preferred approach, which is founded on three principles:

  1. Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project,
  2. Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style,
  3. 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

How to implement a project management organizational system – 1?

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:

  1. Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project,
  2. Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style,
  3. 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

Forget about building the PMO, build the project management system!

A large percent of organizations – at least in the “West” – have project management offices (PMO), so why are we saying “forget about building the PMO”? Well for once to grab your attention:).

The PMO PoliceOn a serious notes, some organizations that are implementing a PMO, they implement with it the project management system and this is good – we can learn from these organizations. On the other hand, some organizations implement a PMO – supposedly to improve project management in the organization – but what they end up implementing is a reporting (spy) agency or a police force. Continue reading

Case studies, failures, successes, and capital projects

This is a summary blog!

We have recently been publishing on case studies. In the last two weeks we published four case studies and we had published another one in the past.

The following is a list of the blog posts specific to case studies:

  1. Case Study | A failed PMO implementation
  2. Case Study | working across continents/organizations
  3. Case Study | Innovative planning and execution techniques
  4. Case Study | Project control and stakeholders’ involvement
  5. Case Study | From adversaries to integrated (project control) team

It is also worth noting that these case studies are available on our Project Management Knowledge Portal.

Most of the above case studies comes from capital projects.

To build on the above and other case studies, SUKAD has developed a 2-day workshop on Case Studies for Capital Projects. The various case studies that we will discuss in that workshop include failed and successful projects and address these projects from different perspectives. These projects also included cost plus and fixed price contracts.

Project Management Courses in Cyprus this SeptemberSUKAD is offering the above workshop and others in Cyprus the first week of September! I will be leading a couple of the workshops and my colleague Luc Bauwmans will lead the other two courses.

These workshops would be highly interactive and our principle consultants have direct personal experience in the various topics, which is gained through working on various global projects.

Case Study | From adversaries to integrated (project control) team

This article is the fourth in a series of articles on case studies from the author own projects’ experience. We have recently presented these case studies as a workshop; part of a Project Management Conference (PM360) in Singapore that was organized by Knowledge Method, sponsored by RMC Project Management, and supported by SUKAD and two other partners. Continue reading

How to build a sustainable project management system?

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

What are the gaps in PM/PMO and how to close them?

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

Case Study | A failed PMO implementation

The PMO Focus Series

In the last few posts we have focused on project / program management office.

Here is what we published so far:

In today’s article we share a case study of a failed PMO project. In the next article we will share with you a maturity model that we use to help minimize the risk of PMO and PM System implementation failure. Continue reading

Why some PMO fails or are challenged?

Why some (or maybe many) Project Management Offices fail?

What are the gaps in PMO implementation?

What is the organizational impact?

Why failed PMO might damage project management in the organization or at least dilute its value? Continue reading

Eight possible functions of a PMO: the PMO Continuum مع تسجيل صوتي بالعربي

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