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PMO Perspectives Blog (page 20)

How Project Managers Can Deal with Chronic Stress and Avoid Burnout

Almost all project managers have experienced stress on their projects. Some of the external triggers for stress could be a large number of stakeholders, an unreasonable client, a high degree of technical complexity, a challenging team or lack of clear expectations. There are a myriad of reasons why our adrenalin levels can spiral out of control and cause us to work long hours – not just for a few weeks ...

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How to Equip your Talent to Deliver on Strategic Goals

The modern business environment is evolving to recognize the importance of strategic projects, meaning traditional project management techniques are no longer sufficient to achieve the growth and business transformation that these strategic projects demand. The need for performance improvement, with particular focus on the soft skills including leadership, communication and strategic decision-making, has never been more vital for achieving bottom-line results. Strategic project leaders now need to effectively manage talent ...

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5 Simple Reasons Why Project Management Processes Fail

I bet you have plenty of project management processes, don’t you? One for risk, one for escalations, one for changes, issues, new project kick off, closure, logging dependencies… the list goes on and on. We couldn’t work without them. But they don’t always work. The bottom line is this: having processes doesn’t guarantee that your project will be any better than if you didn’t have them. That sounds a bit ...

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Seven Ethics Tips For Project Managers

A project manager approached me recently with a problem. She knew that some of the data that was being submitted in internal reports was – frankly – made up. It was made up with the best intentions from educated guesses and extrapolation. It’s probably fairer and less controversial to say that it was “estimated” rather than created totally randomly from scratch. But she was worried that other people were interpreting ...

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Advancing the PMO as a Training Centre

This is a question that has frequently been asked in delivery organisations and one which TwentyEighty Strategy Execution also picked up on in the last Global State of the PMO Report back in 2015: Sixty-five percent surveyed said their PMO is involved in training. Top PMO involvement includes direct training in methodology and tools (70 percent), the ownership of core competencies and skills profiles for project management within the organisation ...

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Top Five Skills Areas for a Portfolio Director

Portfolio management – the way an organisation knows which programmes and projects they should be delivering in order to meet their strategic goals for the business. And for that to happen there has to be someone accountable. Step forward the Portfolio Director role. Portfolio Directors, as a role within project management, has become increasingly common over the last few years. Before it, an organisation was likely to have a senior ...

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Project Management Trends in the UK 2017

Project based workers provide the practical, hands-on solution to the fast paced, complex/complicated changes that organisations have to deliver – not just to stay ahead of the competition but vitally if they are to remain a viable, successful business. Gordon Moore, co-founder of Intel, said in 1965, “Change has never happened this fast before, and it will never be this slow again”. Fast forward 52 years and the evidence is ...

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Strategy Execution Trends for 2017

  It’s the end of project management as we know it. Business today requires project professionals to think more strategically and move away from only using processes and procedures to get work done, and instead solve business problems by using adaptive skill sets. This concept of adaptive execution is permeating organisations across the globe and it’s rooted in a mindset that leverages processes to help and not hinder progress. This ...

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