ERP Programs – Best Practices
Out of the many types of projects and programs there are, the ERP program is probably one of the most expensive and complex. A running joke on many ERP implementations are that the budget is usually 2-3X the original estimate and if the project is complete within 12 months of the original estimate, that is […]
Organizational Politics – Navigating the Minefield
Politics are inevitable in organizations for a few reasons. There is a differential in power and authority through the hierarchy (legitimate power) or through other means (referent and expert power). Additionally, people and teams within an organization are in constant competition for limited resources, leading to inherent conflict, as they try to satisfy their specific […]
Optimized Portfolio Management
Managing a portfolio of projects, initiatives, and programs can be remarkably similar to managing a portfolio of investments. Often, this is called project (or program) portfolio management or PPM for short. At the portfolio management level, the portfolio manager has to demonstrate alignment with an organization’s goals and regularly demonstrate value generation and a lower cost, […]
PMO Success or Failure: Key Factors
A PMO (which can stand for a project management organization, a program management organization, or a portfolio management organization) can be a valuable department within an organization. However, the establishment and sustainability of PMOs are marred by stories of success and failure, depending on which organization you analyze. The history of the PMO spans back decades, so […]
Making a PMO Predictable
A project/program management office (PMO) can be a valued asset to an organization. In business today, many key initiatives are prime candidates to be managed in a program or project manner, with the associated governance and diligence. A PMO can provide great value to an organization, but if the project management function is not predictable, […]