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PMO Perspectives Blog (page 2)

Design Thinking for Project Improvement

There is a culture shift required to operate effectively in a complex environment; to collaborate, to learn as you go, be curious and take risks, focus on high-value whilst still having a system or a framework. Design Thinking can give us a process as well as a new approach to decision making/ problem-solving.  It can help to respond to this key challenge; that 41% of projects fail to deliver and ...

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Agile and Agility: The Future of Work

Last week saw Agile Business Consortium celebrate 25 years since its inception with the Agile Business Conference focusing on the theme: Creating Generation Agile. The 2-day event focuses specifically on the business side of Agile – using delivery approaches and shifting mindsets to deliver projects, products and services faster and more successfully. It also focuses on the bigger remit of business agility – the need to be able to be smarter, ...

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Negotiation Skills for Project Managers

Negotiation has three major steps: planning, engagement and closure, but knowing these isn’t enough to breeze through the negotiations you have to do at work. Negotiation skills for project managers are on the long list of soft skills that project leaders should seek to improve, but how do you do that? In this article, we discuss why negotiation skills are important for project managers and share some tips for how ...

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Leading Strategic Projects From the Front and From Behind

What’s the difference between management and leadership? Leadership is a broad topic and it won’t come as a surprise that there are many different ways of leading a team.  In my work I often distinguish between management and leadership as a way to highlight that leadership is concerned with people as opposed to planning and tracking tasks. As a project manager it’s tempting to be overly focused on tasks, deliverables, ...

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One Page Project Reporting

According to Second World War historians, Winston Churchill wanted all of his progress reports on only one sheet of paper. Given the huge challenge ahead of him at that time, it’s understandable that he did not want to be distracted with large amounts of paper! Perhaps we could learn from his practices. Although a lot of reporting takes place through automated tools nowadays, it is advisable to keep the reports ...

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How to Measure Success of Strategic Projects

In project management circles there is often disagreement about how to measure success of projects. Traditionally a project’s value is measured according to the triple constraints of time, cost and quality, also referred to as the Iron Triangle. These three dimensions form the cornerstone of most projects. Not only do we need to understand the trade-off between time, cost and quality when we plan the project, it’s also hard to ...

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The PMO and Stakeholder Engagement

How can the PMO support project managers in stakeholder engagement? That was the question raised at the PMO Conference in a session delivered by Louise Worsley in London over a year ago now. It’s a question that still gets raised when the PMO looks beyond the more technical and analytical aspects of their work in supporting portfolio, programmes and projects in an organisation and thinks about how they can assist ...

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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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