Hi again,
AOM 2010 has drawn to a close, but as I said yesterday there was one more session I hadn’t commented on. Its title was “Project Success” and as tired as I was, and as reluctant as I was to potentially go to a downer after the high of the last session, I felt I had to go. read more
Hi. Well it’s Day Five and the last day of the conference. There’s so much to report on, but as promised, I must conclude my account of the Southwest Airlines session. read more
Hi again, and thanks for all the emails, as you know it’s one of my favourite subjects. Getting back to the conference though, I attended a standout standing-room only session. ‘Do The Right Thing’ and find out why! read more
Hi, back again with some more gems from the conference. Day Four already – here comes the “R” word… read more
Hi again, Day Three of the AOM 2010 conference. Well I was excited. There were several sessions scheduled (I’ve always loved alliteration) on training that is now being provided, to ensure organisations in the future can access PMs and Program and Portfolio people who can do what organisations want done. But think about it… what do organisations want?… read more
Hi again! You know you don’t have to read on if you don’t want to… It’s my next offering from the AOM 2010 Conference held recently in Montreal. read more
Hi, now I know you might not be too interested but I love to write about stuff when I am travelling. I recently attended the 2010 AOM Annual Conference which was held in Montreal, and the experience allowed me to see and hear so much, and meet so many people. I can’t help but share it with you… so here is the first of several updates recounting those experiences.
It’s obvious that not all Project or Program Managers are the same… but how can you tell the difference? Well, it’s not as difficult as it sounds – in fact you might find the answer lies right here.
Program and Portfolio Management Offices (PMOs) arose in response to a problem with systemic project and program failure.
To the question “How do we improve project and program outcomes”?, we answered, “Improve governance, dictate the procedure of methodology and increase the frequency, content and nature of reporting”. Clearly this was logical, but……
Have we succeeded? Many people argue that in fact the ‘overhead’ hasn’t helped at all. The PMO in many cases is seen as a reporting overhead staffed by ‘police’ who care more about the reports and the paperwork than outcomes.
Executives feel good about all the information, safe in the knowledge that there is sufficient overview of their projects and programs. PMOs have become a safety blanket…until it all goes wrong.
Why are projects and programs still failing? Have we in fact asked and answered the right question? Have we lost sight of the real reason we are here and the real opportunity to add and realise value?
Unless we are perceived to add value we will become a passing fad – and we have too much to offer to let that happen.
It’s not too late. In fact, there is a simple question we can ask that will refocus our thinking and our approach and help PMOs be seen as really adding value.
PMOs can achieve relevance, respect and acknowledged contribution. Who wants to be consigned to history like the quality guys? And who remembers knowledge management? Let’s fight for relevance through contribution – you don’t have to fail.
Here’s an interesting case study for you. Again, it’s a true story from the front line vault, and after you’ve read the list of findings, you might give some thought, before reading on, as to how you might have dealt with this project. Where to begin? What are the core issues? And importantly, how do you resolve those issues and get straight to work on the best quality processes to reach successful outcomes? read more