A new blog post will appear on June 3
If you are a Project Manager, you make numerous decisions every day. Some are minor, some major and some in-between. Good communication and decision making are the top two skills needed by the Project Manager for sustained success. In the upcoming series of posts, I will share some thoughts and methods for effective decision making.
Here are the topics that will be addressed:
- Why we struggle with some decisions
- The consequences of poor decisions
- The outcomes of a good decision-making process
- The eight step process
- Begin with the end in mind
- Identify and analyze your alternatives
- Identify and mitigate your risks
- Distance yourself from short-term emotion
- Make contingency plans
- Make the decision
- Evaluate the outcomes
- Evaluate the process
If you have been following this blog you will recognize a common theme in almost everything you want to do: Know your outcomes (aka “Business Objectives”). Before establishing a PMO, you need to understand the PMO Sponsor’s vision of what problems they are trying to solve and/or what opportunities they wish to exploit.
Here are some possible problems your business may face that can be mitigated by having a PMO. You may have one or more of these to solve:
- We aren’t maximizing our Return On Investment (ROI) from our portfolio of projects.
- Our project mix is not aligned with our long and short term business goals
- We don’t have control of our project request process
- We have key resources frequently overloaded causing project bottlenecks and delays
- Our projects are usually late
- Our projects are usually over budget
- We under-deliver on the agreed upon scope
- Our projects often have the scope expanded without knowledge or approval
- Our project quality is frequently lacking
- We take on too much risk
- We don’t take on enough risk
Depending on the problems you wish to solve, here is just a sample of the measurable business outcomes you can obtain my investing in a PMO:
- Regular financial analysis reviews showing the ROI on the current active project portfolio and the ROI on alternative combinations of projects
- No resource bottlenecks; Resources obtained and deployed in the most effective manner
- Deliver projects on or under the approved schedule and budget
- Deliver on the approved scope
- Control how much risk we are taking on (possibly by regular review of the risk/reward matrix of the current portfolio of projects)
In the next post I will present some possible Project Objectives for the establishment of a PMO.
If your organization is embarking on creating a PMO, congratulations! You will typically find one in the best run companies. If you are not sure how to go about it, I will offer some guidance and suggestions in the upcoming series of posts.
Creating a PMO is a goal. Presumably, you want to have it done by a target date. The combination of a goal and a target date means you have a project! You should treat the establishment of a PMO as a project and use formal project management techniques to do so.
Here are the topics I will address in this series:
- Part 2 – The Business Objectives
- Part 3 – The Project Objectives
- Part 4 – The Stakeholders
- Part 5 – The Scope
- Part 6 – The Timeline and the Budget
- Part 7 – Risks, Constraints, Dependencies
- Part 8 – Summary
Something as business critical as creating a PMO should never be done via undocumented, ad hoc conversations. Following the guidelines I provide in the upcoming posts will give you a much greater chance of success.