Tips and Hints Archive

	16 November 2008 Project Management Advanced PMO Project Management  Advanced PMOThe Advanced LevelNot all PMOs should go to the advanced level. Once a PMO has reached the standard level and stabilized there, it should communicate the options i...
	11 November 2008 PMO Successes PMO SuccessesAt this point, one of three things can happen:The organization may make the mistake of thinking that the PMO has permanently solved the problems, and that the company can continue to mana...
	06 November 2008 Project Office Standard PMO Project Office Standard PMOAs these six examples illustrate, there are many ways that a Standard PMO can work to standardize project management across the organization so that the organization has a d...
	01 November 2008 Project Management Office Directive PMO Project Management Office Directive PMOThe Directive PMO standardizes project management by performing all projects in a standard way:A company with very independent divisions already has capable proj...
	27 October 2008 Project Management Directive PMO Project Management Directive PMOThe Directive PMO standardizes project management by performing all projects in a standard way:A company with very independent divisions already has capable project man...
	22 October 2008 PMO Sarbanes-Oxley PMO Sarbanes-OxleyAn company goes public, and finds that it must now be compliant with Sarbanes-Oxley regulations or similar regulations. As part of that, each executive and manager must certify that ...
	17 October 2008 Project Office Controlling PMO Project Office Controlling PMOThe Controlling PMO raises the level of project management through evaluation and feedback.The PMO began as a General PMO focused on providing executives with information...
	12 October 2008 Project Management Office Basic to Standard Level Project Management Office Basic to Standard LevelThe growth of the PMO from the Basic Level to the Standard Level comes with its transition from a General PMO to a Supportive PMO. As a General PMO, it...
	07 October 2008 Project Management The Standard Level Project Management  The Standard LevelThe Standard LevelA PMO at the Standard Level is capable of bringing most, if not all, of an organizations project managers up to the standard that the PMO o...
	02 October 2008 PMO Improving Conditions PMO Improving ConditionsOnce the cause has been found, the PMO Manager and PMO Steering Committee must make a decision. Should the PMO remain as it is, or seek to improve. In general, the PMO should s...
	27 September 2008 Project Management Office PMO Implementation Project Management Office PMO ImplementationA company or agency has heard that it should implement a better project management methodology. One manager has been pressing this point for years. He is to...
	22 September 2008 Project Management Direct Standard Level Project Management Direct Standard LevelThe only time a PMO can launch directly to the standard level would be in a small, cohesive organization that recognizes the value of project management and wan...
	17 September 2008 PMO Levels of Operation PMO Levels of Operation Note that the three levels – Basic, Standard, and Advanced – refer to the levels at which the PMO operates, not the levels at which project management, as a wh...
	12 September 2008 Project Office MPOM Project Office MPOMMPOM's simpler system of three levels works as follows:Basic. As soon as a PMO is launched, the organization is moving from an initial state with no particular standardization t...
	07 September 2008 Project Management Office Increasing Maturity Project Management Office Increasing MaturityIncreasing maturity is unquestionably of benefit to the organization. But it is not the only beneficial strategic direction. And an excessive focus on matu...
	02 September 2008 Project Management Developing Maturity Project Management Developing MaturityDeveloping maturity is a key part of PMO improvement. However, it is not the only issue, nor the most important. All of these strategic issues are essential to th...
	27 August 2008 PMO Lowest Level PMO Lowest LevelOPM3 does not have a name for the lowest level, the level an organization operates at prior to standardizationFor any one group, the levels are sequential. One has to have all of the c...
	22 August 2008 Project Management Office Maturity Levels Project Management Office Maturity LevelsThe formal levels of maturityOPM3 uses four maturity levels, and where CMMI uses five. They have a simple relationship described in this table: Note the f...
	17 August 2008 Project Management Maturity Project Management MaturityApplying maturity to project management In 2003, after several years of development, the PMI picked up on the concept of organization maturity and released the Organizationa...
	12 August 2008 PMO Zero Defects PMO Zero DefectsIn the aerospace industry, acceptable results often means zero defects, because any defect threatens the safety of human life. Organizations can self-assess, improve, and re-assess the...
	07 August 2008 Project Office Sponsored Program Project Office Sponsored ProgramOne benefit of the fact that CMM® was a NASA-sponsored program is that all of the methods that were developed are available to all companies, worldwide, for free. I...
	02 August 2008 Project Management Office Development Teams Project Management Office Development TeamsIn the 1970s and 1980s, the United States government very much wanted to know that software development teams could be counted on to produce reliable results...
	27 July 2008 Project Management Production Enviroment Project Management Production EnviromentThe question is easier to answer in a production environment than in a project environment. If a company has been reliably making mechanical parts for 100 years...
	22 July 2008 PMO Purpose and History PMO Purpose and HistoryWhy apply the term "maturity" to a business department or function? From the executive perspective, it gives a very clear analogy. When making an HR decision, executiv...
	17 July 2008 Project Office PMO Maturity Project Office PMO MaturityMaturity, as a concept, can be applied to both the PMO as a department, and also to project management as an organizational capability. On this page, maturity is defined and...
	12 July 2008 Project Management Office PM Maturity Project Management Office PM MaturityPM Maturity. Project Management Maturity is the most advanced model in the field of project management. The maturity model goes beyond standards and capabilities t...
	07 July 2008 Project Management Maturity Project Management MaturityPMO Maturity. PMOs often face a challenge to justify their existence and the expense of keeping the PMO running. A proper understanding of PMO maturity will provide the PMO ...
	02 July 2008 PMO Improvement Topics PMO Improvement TopicsMPOM's PMO Improvement Topics learning pages provide you with the knowledge critical to taking a PMO and the organization it serves to the highest levels of performance and v...
	27 June 2008 Project Office Reviews and Audits Project Office Reviews and AuditsNext StepsThis page has provided you with all the information you need to understand reviews and audits. Now you can:Go to the Perform Reviews page within the Controll...
	22 June 2008 Project Management Office Controlled Self-Assessment Project Management Office Controlled Self-AssessmentIn civil and criminal liability, Controlled Self-Assessment is significant because particular individuals can be held accountable. Once an executive...
	17 June 2008 Project Office Certification Project Office CertificationThe statement is called a certification, and the manager is said to have certified that the work is under control. Controlled self-assessment moves some of the assurance fu...
	12 June 2008 PMO Governance PMO GovernanceThese concepts define how an audit is performed. For the specific steps of the audit process, see the Perform Audits page in the Controlling section of the Execution Phase of the MPOM&tr...
	07 June 2008 Project Office Review Controls Project Office Review ControlsReview of controls. Controls are specific tools that leave a record of work done that can be compared to the applicable methodology components, standards, and processes. ...
	02 June 2008 Project Management Office Controls Project Management Office ControlsAudit research, standards, controls, and the audit trailAuditing is a research activity. The auditor compares the work actually performed to the methodology, standard...
	28 May 2008 Project Management Post-Implementation Review Project Management Post-Implementation ReviewThe following people should be involved in the PIR:The project sponsorThe project managerBusiness analysts who can evaluate benefits realized in comparison...
	24 May 2008 PMO Post-Implementation Review PMO Post-Implementation ReviewAs a result, the appropriate time for a PIR is after project completion and product acceptance. Three months after is a general guideline, but will be too short in some c...
	14 May 2008 Project Management Office PIR Project Management Office PIRThe first of these requires that the product or system – the project results – be up and running for a period of time. As a result, the PIR must be conducted a...
	09 May 2008 Project Management Post-Implementation Reviews Project Management Post-Implementation ReviewsPost-Implementation Reviews (PIR)The Post-Implementation Review occurs some period, typically three months, after the close of a project. This section des...
	04 May 2008 PMO End-Of-Phase Review PMO End-Of-Phase ReviewThe PMO in the End-of-Phase Review What is crucial to the organization is that project reviews be performed properly at the end of every phase of every project. The PMO sho...
	29 April 2008 Project Office End-Of-Phase Review Project Office End-Of-Phase ReviewPurpose of the End-of-Phase ReviewThe End-of-Phase Review closes one project phase and ensures proper work was done. It also ensures that the next phase is well-plann...
	24 April 2008 Project Management Office End-Of-Phase-Review Project Management Office End-Of-Phase-ReviewAs defined above, a review is a routine, scheduled part of the project management process. End-of-Phase Reviews are different from Post-Implementation Revi...
	19 April 2008 Project Office Assessment Project Office AssessmentFunctionally, an assessment is similar to an audit. The overall process is the same, and the rules governing an independence are the same. What is different is the scope. Whil...
	14 April 2008 PMO Review PMO ReviewA review would not qualify as an audit according to the audit profession, but it is sufficient to meet the business needs of the PMO. In some cases, a more independent audit is needed. For e...
	09 April 2008 Project Office Audit Project Office AuditAudit. An audit is a special inquiry into a specific project. Not every project is audited. An audit is called for a specific reason, such as: a dissatisfied customer; a worried ex...
	04 April 2008 Project Management Office Review Project Management Office ReviewA review is a standard part of the process of each project. There is one review at the end of each phase. There is also a final review at the end of the project, called...
	30 March 2008 Project Management Office Assessment Project Management Office AssessmentAssessment of that year is the beginning of measurement of the benefits of PMO Services.That assessment can include anecdotal evidence of benefits of the work the P...
	25 March 2008 PMO Measurement PMO MeasurementMeasurement must be made before and after the effortTo show a change in measurement, it is necessary to take a measurement, then make an effort to create change, and then measure the re...
	20 March 2008 Project Office Issues Project Office IssuesUntil each of these issues is addressed, measurement is not possible. It is counter-productive to try to make measurements before there is agreement on definitions. Presenting mea...
	15 March 2008 Project Management Office Success Project Management Office SuccessOn taking a closer look, it is evident that the definition of success is nowhere near that clear. Here are common events that some would see as success, others as fail...
	10 March 2008 Project Office Guidelines Project Office GuidelinesThese general guidelines are presented here. Additional information can be found in the Perform Assessments Service page, and the PMO can use its own Assessments Service to pe...
	05 March 2008 PMO Customer Service PMO Customer ServiceThe value of this informal, customer service approach to building influence should not be underestimated. The PMO is most likely to succeed when the entire company sees it as benef...
	28 February 2008 Project Office Communication Project Office Communication General Communication and customer serviceGeneral communication is a two-way dynamic that, over time, allows others to appreciate what the PMO has to offer and to see...
	25 February 2008 A Beneficial Project Management Office A Beneficial Project Management OfficeFor the PMO to continue to be beneficial so that it receives support and grows, it must demonstrate its influence and the beneficial outcomes of that influen...
	20 February 2008 Challenges in the Project Office Challenges in the Project Office In terms of influence, the general PMO has the greatest challenge, because there is the greatest gap between its outputs – the methodology, processes, ...
	15 February 2008 PMO Types PMO Types   Types of InfluenceThe different types of influence are related to the different types of PMO, as fully described on the PMO Types Learning Page. They are summarized here:The...
	10 February 2008 Project Office Failures Project Office FailuresA major failure of influence typically results in one of these scenarios:The PMO never getting off the ground.The PMO operating, but not achieving desired outcomes, and therefor...
	05 February 2008 Project Management Office Life Cycle Project Management Office Life CycleIf the PMO fails to gain and maintain influence, it will have these effects during each stage of the life cycle:PMO Initiation. The PMO Charter may not be approved,...
	30 January 2008 Activities for a PMO Activities for a PMO In turn, those activities and attitudes lead to these beneficial results:More projects delivering acceptable results on time and within budgetA higher project success rateThe...
	25 January 2008 PMO Importance PMO ImportanceThe Importance of InfluenceThe PMO ultimately succeeds more through its influence than through its direct work. This is true of all PMOs, but less true of the Directive PMO, as is discus...
	20 January 2008 Planning the Project Office Planning the Project OfficeIn defining the entire PMO, and also in planning each PMO Service, it is crucial to understand the difference between the outputs that the PMO does control, and the activiti...
	15 January 2008 Defining Influence for a Project Management Office Defining Influence for a Project Management OfficeTo define influence, it is necessary to distinguish between outputs and outcomes. An output is something that is delivered by a department, in this ca...
	10 January 2008 PMO Project Management Office Influence PMO Project Management Office InfluenceFor a PMO to succeed, it must improve the way the entire company performs projects. It is not enough for the PMO to do good work, it must also influence others t...
	05 January 2008 Identifying Issues and Risks for a PMO Identify Issues and RisksTwo more tasks remain in the process of creating the charter, as shown in this diagram:Identify Issues. In the PMO initiation phase, before PMO planning, there are many key po...
	30 December 2007 PMO Project Ofice Service Types PMO Service TypesThe PMO manager and sponsor must agree on a basic approach to PMO execution. This, in turn, determines the selection of services the PMO will offer. For example, the most common appro...
	25 December 2007 Planning the Project Office Approach Plan Approach to ExecutionThe approach to execution, or, more precisely, approach to planning and execution, is a section of the charter that specifies the way the PMO will address some of the decisio...
	20 December 2007 Describing the PMO Organization Describe OrganizationThe PMO Manager defines the internal and external organization, within an Organization Chart.Preparing the internal organization chartFirst, the PMO Manager reviews the Growth Pla...
	15 December 2007 Identifying the Vision for a Project Office Identify VisionThe PMO vision, mission, and values will together summarize the overall purpose, benefits and direction of the PMO. It provides the bridge between the permanent, strategic role of the P...
	10 December 2007 Creating a Project Management Office Charter Create CharterA well-written, clear charter is essential to PMO success. The PMO charter:Formally authorizes the creation of the PMO and the authority of the PMO managerExplains the vision, benef...
	05 December 2007 PMO Letter of Intent Sample Supporting Documentation for Letter of IntentBy providing supporting documentation with this letter of intent, you will more easily complete the remaining steps within the PMO initiation phase....
	30 November 2007 Statement of Intent for a PMO Prepare Statement of IntentThe statement of intent is prepared in two steps1. Prepare Formal Letter2. Prepare Supporting Documentation Prepare formal letterThe formal letter of intent i...
	25 November 2007 Project Office Manager Identify PMO ManagerIf the PMO initiator wishes to become the PMO manager, and the PMO sponsor agrees, then this issue is easily resolved. However, if the PMO initiator does not wish to become the PMO...
	20 November 2007 Identifying the PMO Sponsor Identify SponsorThe PMO sponsor should have these three qualities:Be the senior executive for the entire organizationBe accessibleBe a champion of the PMOIn practice, these criteria raise two difficul...
	15 November 2007 Growth Plan for a Project Office Define Growth PlanThe last step taken when creating a business case is to define the growth plan. As it’s highly likely that the initial assessment will have identified more problems than the PM...
	10 November 2007 Project Management Office ROI Calculation The formula for ROI calculationAfter identifying the financial benefits and cost budget, you will have all of the inputs required to calculate the return on investment (ROI). Return on Investment (ROI...
	05 November 2007 Benefits Statement for a Project Management Office Prepare Benefits StatementAfter performing the initial assessment, a benefits statement is prepared. The benefits statement identifies both the financial and non-financial benefits of resolving the or...
	30 October 2007 Performing a Project Office Gap Analysis Gap AnalysisA gap analysis is then performed for each problem. The gap analysis presents the current state and desired state of each problem within the problems list. The PMO will be tasked with movin...
	25 October 2007 Project Management Office Problems Prepare Problems ListThe next step is to define the depth of the problems identified, by creating a problems list. The problems list is a comprehensive list of shortfalls in project management that ca...
	20 October 2007 Interviews and Studies in the Project Office Conduct InterviewsThe PMO initiator prepares a questionnaire and then interviews key executives and experienced project managers, preferably in person. The questionnaire acts as a guideline, but each ...
	15 October 2007 Creating a PMO Business Case Create PMO Business CaseThe first step taken when launching a new PMO is to create and present the PMO business case. The business case defines the key problems that the PMO will address and the expec...
	10 October 2007 Initiating a Project Management Office PMO InitiationIn PMO initiation, the team performs the 8 steps shown in this diagram:1.      Define PMO role2.      Obtain sponsorship3.  &n...
	05 October 2007 PMO Execution and Improvement PMO ExecutionThe execution phase is the ongoing operation of the PMO. It includes offering four types of services:General services are offered by almost all PMOs.Supportive services provide support to...
	30 September 2007 The PMO Life Cycle The PMO Life CycleThe PMO Life Cycle is a series of phases undertaken to launch, plan, execute, and improve a PMO. The Method123 Project Office Management life cycle (MPOM™) consists of four pha...
	25 September 2007 Adanced PMO Advanced PMOA standard PMO becomes an advanced PMO by addressing three questions:How can we improve our current services?What new services would benefit the organization?How is the organization changi...
	20 September 2007 Standard Project Office Standard PMOA standard PMO will provide all of the services of a basic PMO, plus additional services that are determined to be of value to the organization. In the realm of supportive services, the st...
	15 September 2007 Basic PMO and Supportive Services Basic PMOA PMO will operate at the basic level in its first one to two years of operation. In this time, it will get started by providing basic services. It is likely to provide some supportive servic...
	10 September 2007 PMO Project Management Office Maturity PMO MaturityA PMO cannot launch all at once and provide all the services that would be of benefit to the organization. At the same time, if the PMO starts small and solves just a few problems, it can ...
	05 September 2007 Interaction Among PMO Offices Interaction Among Multiple PMOsThe interactions among multiple PMOs will vary depending on the reason that multiple PMOs exist in the same organization. The first two cases are relatively simple:In an...
	30 August 2007 Portfolio Management Office The strategic PMO, sometimes called a Portfolio Management Office, or a Center of Excellence (COE) works at a very high level in two manners. First of all, it reports to and serves the CEO, and its st...
	25 August 2007 Tips for Multiple PMO model Multiple PMO model for an organization that is becoming less diverseSometimes, an organization may have multiple PMOs, but may only be a temporary situation. For example, if two companies merge, and e...
	20 August 2007 Multiple Project Offices Multiple PMOsIt is possible for a single organization to have more than one PMO. There are three reasons for having multiple PMOs, and each reason leads to a different model for what the PMOs do and h...
	15 August 2007 The Controlling Services of a Project Office Controlling ServicesA PMO can perform the following controlling services:1. Implement Governance2. Perform Assessments3. Perform Reviews4. Perform AuditsImplement Governance. A PMO first defines the g...
	10 August 2007 General Project Office Services General ServicesThese General Services are the most basic, and most valuable PMO activities.1. Report Status2. Implement Methodology3. Promote Standards4. Improve Processes5. ...
	05 August 2007 PMO Suppliers and Services Relationship With SuppliersMany projects rely on vendors for materials, expertise, and outsourced services. Not all PMOs work with vendors. Those that do can increase the likelihood of project success...
	30 July 2007 Project Management Office and Project Managers Relationship with Project ManagersThe Project Management Office or Project Office PMO succeeds by ensuring that project managers succeed. These are specific examples of ways PMOs can do this: Providin...
	25 July 2007 PMO and Projects Relationship with Business UnitsThe PMO must work effectively with each business unit to ensure that the unit understands the value of the changes the PMO proposes. Often when adopting a methodology, ...
	20 July 2007 The Steering Committee and PMO Relationship with Steering CommitteeIn addition to a Sponsor, a PMO should have an executive steering committee. The steering committee is composed of the senior executives of each major organizationa...
	14 July 2007 PMO Relationships PMO RelationshipsA successful PMO cannot simply impose a methodology, standards, and tools upon project managers. The PMO manager must actively develop good relationships with project managers and all...
	10 July 2007 Project Management Office The PMO Life Cycle - OverviewTo explain the project office life cycle fully, it is first necessary to understand more about projects, programs, and portfolios. And then learn about PMO types, their be...