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PMO Perspectives Blog (page 20)

How to Build a Strategic Project Team

As we discussed in last week’s blog, cultivating a workforce with a solid balance of technical and relational skills helps ensure the gap between strategy making and execution is minimised. However, in organisations of every size, the teams involved in executing strategic projects are becoming more and more diverse, therefore aligning projects to strategic goals involves the successful management of cross-functional, cross-discipline teams. Many leaders do not have the key skills ...

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The Next Generation PMO

At last month’s PMO Conference in London the sessions and conversations were all about the relationship between the PMO and the business or organisation a PMO sits within. The overriding message is – the PMO belongs to the business and it is there to response to business needs. Whatever they might be, this is the starting point for a PMO. The session on the Next Generation PMO was presented by ...

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A Beginners Guide to Scheduling and Cost Control in Projects

Project Managers the world over are tasked with delivering “to time, cost and scope”. The basic skills to achieve the relationship of the Golden (Iron or Triple Constraint) triangle are easy to grasp. There are two basic approaches. Either: fix the team and delivery date so making the scope variable. This is the agile approach. Or: fix the scope so making the resourcing and or schedule variable. This is the ...

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5 Scenarios Where You Should Escalate an Issue

No one likes escalating problems to their Project Board or sponsor. It kind of smacks of ‘I can’t deal with this myself and need help’ and most of the project managers I know would rather struggle on than ask for help in most situations. When they do ask, you know it’s a huge deal and definitely worthy of their sponsor getting involved. So what kind of situations is escalation appropriate ...

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How to Close the Strategy Execution Gap

Strategy making sets the strategic direction of the organisation, often through the identification of goals and metrics which drive the business forward. The importance of strategy is widely acknowledged as essential to staying relevant in the market, yet a gap between strategy and its execution continues to impede success across all markets and industries. This is despite organisations spending large amounts of time and effort developing their strategies and communicating ...

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Why Do Some People on Your Project Trigger an Allergic Reaction in You?

Have you ever found that collaborating with stakeholders and team members can be a bit challenging? And have you ever experienced that some people – in certain situations – push a few of your buttons, but you’re unsure why it generates a strong reaction in you? If the answer is yes, then keep on reading. Daniel Ofman’s core quadrant model offers valuable insight into fundamental human behaviours. I recently came ...

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How to Accelerate Projects that Drive Innovation and Success

Organisations today are faced with delivering innovative new products and services in a rapidly changing marketplace, with constantly evolving technology and business requirements. Despite the pressure to get initiatives to market at increasingly accelerated speeds, they are taking longer, costing more to complete and more time is lapsing before they start generating revenue. This is in no small part due to the VUCA environment (Volatile, Uncertain, Complex and Ambiguous) that ...

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