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PMO Perspectives Blog (page 2)

Top 5 Competencies for Strategic Project Managers

Is there a difference between managing ‘ordinary’ projects and managing ‘strategic’ projects? I think that there is. First, we have to acknowledge that there are different types of project. Of course, no project should be started that doesn’t have some direct link back to the strategy and purpose of the organisation. Otherwise, what’s the point of doing it at all? If it doesn’t help the company move forward, it’s not ...

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Influencing: How to ‘Get Things Done’

A leader who needs to ‘get things done’ requires strong influencing skills within his or her organisation. Having strong and refined influencing skills in this VUCA (Volatile, Uncertain, Complex and Ambiguous) environment can help a leader improve the success of project execution. How? By understanding how people and organisations work, acquire more resources as required (people and money), and improve morale by advancing careers. Being able to influence effectively is ...

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How to Build Support for Strategic Change Projects

Strategic change projects that have been commissioned from the top of the organisation can have wide-ranging effects on the employees that are impacted by them. Imagine, for example, a decision to roll out a new CRM system across the company, or the decision to move the company’s headquarters to a cheaper location further away from the city centre. Whereas some employees may welcome the change, others will oppose it. The ...

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The Servant Leader PMO

Servant leadership at its simplest is defined as; Look after your team and they will look after you and you’ll have a great team Back in June this year at the PMO Conference in London, Richard Hendrickse, a Portfolio Manager at Nationwide shared his insights into why the PMO are natural servant-leaders – both as individuals and as an entity within an organisation. The whole subject of servant leadership has ...

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Managing Communication on Strategic Projects

Communication is an important part of any project, but it seems to me that strategic initiatives need even more of a focus on engaging stakeholders and communicating effectively. With a strategic project there is far more to lose if the message doesn’t get across in a way that creates commitment and action. Having said that, I don’t think that the core principles of communication are that different between strategic projects ...

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Agile + PMO = Love

Agile + PMO = Love But then, love is always complicated  This is a topic that will probably not catch a lot of attention. Because those who do Agile don’t want to hear about PMOs (too rigid, tend to kill agility,etc.) and those in PMOs don’t want to hear about Agile (no planning, no documentation, no management, etc.). Bad news for all of you! The world has changed and you ...

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Four Agile Practices for Project Managers to Adopt Today

With the use of Agile project methodologies (SCRUM, XP,…) gaining momentum, and their advantages being widely proclaimed, many project managers and their teams are wondering whether they should embrace them, and if so, how. Back in 2001, the writers of the Agile manifesto agreed on 12 principles, which further defines how to run an Agile project: Our highest priority is to satisfy the customer through early and continuous delivery of ...

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Building Teams To Improve Strategy Execution

The concepts of strategic alignment have been around for some time. You probably see this most clearly in staff appraisal processes. Wherever I have worked, my manager has waited to get objectives from his or her manager and so on, and then cascaded objectives to me. The point is that everyone in the organisation, from the CEO to the most junior or personnel, has objectives for the year that hang ...

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