Program Management versus the Project Management Office (PMO)

Program Management versus the Project Management Office (PMO)

Project Management
It is sometimes a PMP exam question to know the difference between a PMO and Program Management. I will give you a moment here to define both terms… The short answer is that program management refers to managing an interrelated project, which shares common goals, outcomes, and requirements. An example might be the development of a new R&D campus. Designing and later constructing the campus’ labs could be an independent project, but its functionality depends on the administrative offices of the same campus. The PMO, on the other hand, refers to an entity responsible for the centralized and coordinated management of the projects under its domain. Therefore, using the R&D campus noted above, the PMO might assist the project manager working on the library project and the project manager working…
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Why do PMOs Fail?

Why do PMOs Fail?

Project Management
More and more Project Management Offices (PMOs) are seen both as saviors as well as fiascos waiting to happen. Through empirical and statistical data, we now that companies all over the world get very excited about the idea of having some sort of internal entity that will help with managing resources, provide training, set overall standards and guidelines, and be the repository, as well as an aggressive collector of lessons learned and other helpful internal data. However, most people also know or have heard of PMOs that fail within a year of their implementation. Therefore, managing principals and project managers get excited about the thought of having a PMO, but are also wary of being the ones whose PMO fails on their watch. So what is the answer? Go ahead…
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Developing a Project Management Office (PMO) is in itself a Project!

Developing a Project Management Office (PMO) is in itself a Project!

Resources
One of the more exciting parts of the work I do is helping my clients expand their businesses. Whether they buy out another company, open a new office across the country or overseas, or simply increase their staff due to client needs, they recognize the benefits of developing and implementing a PMO. And this “temporary endeavor” is, of course, a project, which needs to be approached as such. However, some of my clients sometimes chuckle when I tell them we need to start with a charter, and then continue with a project management plan. They see these tools as redundant for an internal PMO. The charter and PM Plan, they believe, is only necessary when running projects for their clients, but both of these documents are essential to be successful…
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How to start a Project Management Office (PMO) in your organization

How to start a Project Management Office (PMO) in your organization

FAQs
As you probably know, there are a lot of articles, white papers, and blogs about how to set up a PMO. You have probably been thinking of setting one up for months or even years, but you can’t find the time or are concerned about the cost to your organization, the resistance you might get from the board of directors and/or the staff. Sound familiar? That’s because most organizations, if not all, go through the same decision-making process. What I recommend you do first is ask yourself these simple questions: Do you feel like you keep reinventing the wheel each time you start a new project and or project/process? Do you think you have the processes, guidelines, templates, etc. needed to start and run a project, but you just don’t…
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