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It took me a while to get my hands on Simon Moore’s book, Strategic Project Portfolio Management , but I’m rather glad I did. I read a lot, and I notice fonts, layout, box copy, but in this book, most of all the lovely tables. Praising a book because it is pretty is probably shallow, but it does matter for the reader experience.
Mike Clayton defines risk as “uncertain events that can affect outcomes,” in his book, Risk Happens!: Clayton introduces the concept of the risk breakdown structure in his book. Mike’s book: Risk Happens! This book includes ways that you can capitalize on positive risk by enhancing the impact.
This wasn’t a survey about project portfolio management at the PMO level. 16% have workloads prioritized by the PMO 17% have workloads prioritized by their manager And if you don’t have those in place, or another way, then the only option is to try to work out what is the most important work yourself. A project manager says.
I’ve put together my top list of the best books on collaboration, with a few communication skills books thrown in too. These are the books that I turn to time and time again. Emotional Intelligence for Project Managers is the book I wish I had written. It’s also a book I find myself frequently recommending.
I’ve read, I’m guessing, over 150 management books in my career, and you can read my book reviews if you want to trawl through the archives. In this article, I’m saving you some time by highlighting 15 of my recommended books for PDUs, but first, let’s cover off some details about using reading. What books qualify for PDUs?
While you can incorporate some of these elements into your job if you manage a PMO or a large division, its going to be far more effective if you have the support of the exec. You can move into the area of portfolio management through a position in the PMO, or by taking a sideways move into a management role in the portfolio office.
It’s a shame the title of the book is so uninspiring. When we think about how project management has changed , I’m sure this book was one of the driving factors for shaking up how scheduling is done — even if many companies still haven’t made the leap to using critical chain techniques. A book for generating ideas.
This article, Bridging the PM Competency Gap [Book Review] , first appeared on Girl's Guide to PM. The book won’t tell you what competencies your team needs, but it does lay out a roadmap for helping you work that out for yourself. Do You Need This Book? How far do you think your company goes supporting project managers?
Unlock the strategies to overcome key PMO hurdles—mastering resource management, driving change, and streamlining processes—with expert insight from Athena Smith, Senior Director, Portfolio Management. PMO Strategies Does your PMO have a traditional project focus, a more product-oriented approach, or a blend?
Business Resilience: A practical guide to sustained progress delivered at pace is a book by an impressive authoring team. The tone is set immediately with the powerful introduction: this is not a book for the faint-hearted! There are 5 domains in the business resilience framework laid out in the book. Who is this book for?
The same is true of the PMO. A balanced approach will definitely pay dividends and will not only ensure that the PMO is as effective and efficient as possible but will also aid the acceptance of the PMO by the rest of the organisation. Far better is to prevent the fires from even starting. P = Process. P = Promotion.
Creating a strategic PMO doesn’t require rebellion, here are some steps to take to bridge the gap between project management tactics and company goals. Project managers (PMs) and the leaders in the Project Management Office (PMO) are crucial resources in any efficient business. Step 1: Get outside the silo.
If you need any help pulling your stakeholder log together, you can connect with me on LinkedIn for quick questions or book a 1-to-1 call with me. By starting out with a solid base and updating your register as you go, you can get closer to streamlined communication, anticipating and mitigate risks, and driving successful project outcomes.
It maintains a database of all your resources, projects, and bookings. When the project gets approved, you can reassign the booking to a real resource. I can see it being very helpful for executives, and also PMO managers trying to get leaders to understand that they can’t take on any more projects right now! Resource dashboard.
Not you as an individual, not you as a PMO, not you as a group of dedicated project managers. Your PMO should come up with (if they haven’t got it already) a list of the project prioritization categories. Or, to rephrase, you have a long list of work ideas that senior managers would like to get done as projects. You can’t do it all.
He managed all the logistics for the project including booking rooms for testing and training, making sure the right delegates showed up to the training, supporting them with claiming expenses, organizing project boards, steering groups and other governance milestones, and generally making everyone’s lives easier.
For other areas of governance such as reporting and approval levels, talk to your PMO and get these in place. Action if there is no budget plan or information: Back to the PMO or your Finance team. Action if you can’t find out: Talk to the PMO again. Go back to the PMO, they should be prioritizing initiatives.
In this extract from their new book, Jahn Karsybaev and Fred Obiero share the characteristics and behaviors of successful and unsuccessful project leaders. They run meetings inefficiently, which results in participant frustration and complaints to VPs of PMO. What makes a bad project manager? And how can you be a good project manager?
RapidStart PMO: Online Project Management Training Review. When I talked to him about this course he thought it made more sense to create it as online media as opposed to a book, and I think with the way learning is going right now that makes sense. Then it talks about aligning the PMO. Workstream 2: Operating the PMO.
As has been already discussed the reality out there in ‘PMO land’ is that there is not a plethora of wise and experienced PMO managers, directors, leaders, heads, etc., and so it is sensible for anyone who is engaged to help an organisation set up a new PMO or advise on improvements to an existing PMO to reach out for some help.
She has written five books on project management including Communicating Change, Collaboration Tools for Project Managers, Handbook of People in Project Management, Shortcuts to Success: Project Management in the Real World and Customer-Centric Project Management. Related: Top Project Management Conferences of 2019. Jason Westland.
Learn more in my book, Project Co-ordinator: This is a similar role to the Project Administrator, but people with this job title are more likely to do ‘hands on’ project work as well as admin. Instead, people with PMO job titles are in a crucial support function. Here are some common job titles you’ll find within the PMO.
Again, reuse documents that you have already produced to streamline the effort and ask around to see if your PMO or colleagues have templates that you can use. I’ve rounded up a list of my recommended project governance books. Your stakeholders are engaged. Further reading. Pin for later reading.
Her latest book What’s Your Catalyst? Ellis – Colin started his career as a project manager in 1997 and worked his way up through program manager and PMO manager to eventually head up large project departments in the private sector and government in the UK, New Zealand and Australia. She is a Fellow of the APM in the UK.
Read Anthony Mersino’s excellent book: Emotional Intelligence for Project Managers. It’s a way of automating repetitive tasks and it’s having a bit of an impact on the PMO community. Moreover, the PMO may be removed from tracking those efforts after the problems have been identified and the teams set the work into motion.”.
I've also had the joy and the pain of implementing three Project Management Offices (PMOs), two in Information Technology Departments and one Enterprise PMO. Through the years, I've noted many reasons that PMOs fail or struggle. It's rarely just one thing; it's usually a combination of things. Here is a list of causal factors.
You don’t do my type of work (project management, PMO leadership at a global level, keynote speaking, consultancy and training) without clocking up some pretty impressive airmiles and flight status. Won the PMO Influencer of the Year award. We know that now! It has, in more than one way, been an astonishing year.
It took me a while to get my hands on Simon Moore’s book, Strategic Project Portfolio Management *, but I’m rather glad I did. I read a lot, and I notice fonts, layout, box copy, but in this book, most of all the lovely tables. Praising a book because it is pretty is probably shallow, but it does matter for the reader experience.
Book your VIP option place here [link]. More information and booking here [link]. Three great options from myself are also open to you and your teams: The Lazy Project Manager: Productive Laziness in Project Management hosted by PMO Leader. Based on the Amazon #1 Bestselling Project Management Book by Peter Taylor.
Note: This article was put together before the PMBOK® Guide – 7 th edition was published so the information in it is drawn from publicly available information about what is going to be in the book. Your PMO may define mandatory artifacts: a list of project documents that you must create for each project. Documents are documents.
I have been a bit lax with project management reading recently but one book that I have made time for is The Conscious Project Leader: How to Create a Culture of Success for Your Projects, Your Team and Yourself. It didn’t take much browsing on his website to realise that it was going to be my kind of book. Colin Ellis.
If you are in a PMO , you might have this challenge. Morgan, Levitt, and Malek discuss this in their book, Executing Your Strategy: How to Break It Down and Get it Done. In the book, they use an example of an airline. In the book, they give one example, fast turnaround for planes on the ground. People do that.
Perhaps these individuals are influencing you through a blog, online videos, online courses, or books. In addition to her books, Susanne provides great articles on her website. If you are starting a PMO or you are managing an existing PMO, check out Bill’s book The PMO Lifecycle: Building, Running, and Shutting Down.
Elizabeth is also a prolific author, having published seven books on project and change management. Her book, Shortcuts to Success: Project Management in the Real World , was shortlisted for the prestigious Management Book of the Year Award in 2014, further cementing her status as an influential voice in the field.
Perhaps you’ve been asked to mentor an apprentice , or someone new to the PMO or team. However, you might find that as a project manager in the PMO, you are mentoring others across the business who are doing projects but who do not work in the PMO – they can feel the same about the role being isolating. Need a mentor?
Portfolio Management Offices are in a prime position to deliver this business agility – with the right PMO roadmap. Peter, who wrote the book The Lazy Project Manager , drew upon his 30 years of experience building and leading PMOs to provide some guideposts. I explained how and what is holding other organizations back. (18:40):
These individuals are promoting courses, presentations, qualifications in some cases, or are making some bold declaration about the past, present and future of PMOs but (and here is the really scary part) if you take a closer look at their career (as declared on their LinkedIn profile) they don’t seem to have ever actually run a PMO.
Fix by: Work with the PMO to review the processes. If they don’t realise they have to use the room booking process for sorting out meeting rooms, they will continue to circumnavigate the process and go directly to the office manager: causing problems on both sides, I expect. So you still do them, pointlessly and with bad grace.
The bookPMO Services and Capabilities – Including an overview of AIPMO’s competence framework – Competences per PMO service – Techniques and tools per PMO service is written by Robert Joslin. Each organizational unit is unique, each organizational unit needs its own set of PMO services.
Whether we talk about an Enterprise PMO, a Strategy Execution Office, or a Global Center of Excellence, these versions could all work if the context is properly understood. The future context of PMOs is true empowerment-based. This means that it is no longer a luxury for the PMO to be fully authorized to operate strategically.
So we’ll look at how to use those principles to support your team’s drive engagement throughout the PMO and encourage stakeholders to take action. Finally, I’m assuming that you work in a project or programme environment within the context of a PMO. And I will come back to that term, engagification in a moment.
Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc. – a billion dollar software organisation delivering Workforce Management Solutions.
He is the author of Reinventing Communication by Routledge, a book on how to design, lead and manage high performing projects. You can see Mark’s book, and all the other experts’ books on Amazon here. He is author of 13 best-selling books, including four about project management.
For other areas of governance such as reporting and approval levels, talk to your PMO and get these in place. Action if there is no budget plan or information: Back to the PMO or your Finance team. Action if you can’t find out: Talk to the PMO again. Go back to the PMO, they should be prioritizing initiatives.
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