Traditionally PMO's have been poorly implemented and staffed with resources who are ill equipped to do the job. As a result it has meant that the PMO must now deliver value to the business every operational day. Otherwise the PMO is the first area of the business to be downsized when the business encounters a lean period.
Consider our how you would tackle our challenge below in your PMO today. Could you benefit from our response ?
Consider our how you would tackle our challenge below in your PMO today. Could you benefit from our response ?
1.What would you do as Project Director if the CFO came to your Department and questioned the value of Project Management within your Department to the organisation ?
2. Your Department is instructed to remove 16% of the strategic investment from the change portfolio due to hostile bid speculation ?
3. The organisation is historically poor at retaining project knowledge and project initiation, you are made responsible for accelerating project delivery ?
4. What are you going to do now ?
A. By improving the standard of project management processes the ability to continually implement the corporate objectives increase. Maintaining this investment enables the project community to be nimble and agile when called to deliver.
A. Implement a prioritised portfolio linked to corporate strategy allowing instant scenario modelling against the changing business environment identifying projects which least support strategy.
A. Install a strategic PMO that oversees the change environment supported by a complete change framework consisting of controls, processes, products and systems; providing visibility and transparency on progress. Motivate the PMO to work with Project Managers to build a project rich knowledge base by sharing experiences.
A. Contact VorausPlan to improve your project results.
