Projects and programs aren’t for life. So as the home for project managers, projects and programs, should we not consider the project management office (PMO) in the same light?

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Fourth Edition contrasts projects with operational work by stating, “operations are ongoing and repetitive.”

Without an end goal, the PMO will become purely a home for operational activity. And if the PMO is only seen as the home of process (methodology) and the body of control (policing) then it will become as exciting as working in — well, I better not be specific — but I’m sure you understand what I’m getting at.

I’m not saying PMOs should only be around for a very short time. I’m merely suggesting that because of the nature of what they contain, PMOs must continue to evolve and ensure they’re really creating value.

Anyone leading a online pokies PMO has a responsibility to consider the end game. We typically know what it is that we are trying to improve, resolve, correct and direct — but I don’t believe that this should be done in a way that creates a permanent need for the PMO.

What we must avoid is the deliberate removal of a subset of project management skills and the replacement of these skills within a permanent overhead community: a PMO. In other words, a PMO should not regularly take on any of the project management tasks. For example, PMO leaders shouldn’t say, “We’ll look after the risk management and you, project manager, deal with the rest of the project manager’s tasks.”

It is said that operations end when they stop delivering value, and projects end when they do deliver value. The PMO should aim to end when there is no longer a need for it to exist because it has delivered the value. And that lack of need should be engineered into its strategy.

What do you think? Are PMOs meant to last forever?

Go here to read the rest:
Should PMOs Come With an Expiration Date?

iStock 000003660443XSmall 300x199 Management consulting specifies both the industry and the practice of, helping organizations improve their performance through the analysis of existing business problems and development of plans for improvement. For a number of reasons project managers hire the services of management consultants including getting external advice and access to the consultants’ specialized expertise. Management consultants generally carry their own, proprietary methodologies or frameworks to steer the identification of problems to provide as the basis for recommendations for more effective or efficient ways of performing project completion. As the project management is hiring external competency was seen as a normal way to face and tackle a business problem, this is referred to as a “contractual” relation to project management. Project management demands to management consulting as because it allows managing teams and work with different teams on the new projects, work in different cultural environments. Being exposed to various architectures, systems, manage time and efforts against very specific deliverables, work in multiple departments or areas and thus being able to gain insight into the ways of managing projects by looking at different angles and listening to the management consultant’s different points of view.

Because of the exposure to and relationships with many organizations, consulting firms are also said to be conscious of industry “best practices”. Although the impact of this practice from one organization to another may be problematic based on the situation under consideration. In some areas of the world this trend is now being altered where the organizations are quickly rebuilding the management consulting departments to demonstrate the corporate websites for clients.

There is several potential usefulness of for mangement consultants when they get the knowledge of project management. After properly managed and empowered, consulting groups advice and engaged projects in light of the corporation’s strategic and tactical objectives. In this case the project management gives a clear benefit to the management consultant as the consultants easily provide advices in the alignment of the corporation’s strategies.

Often, the consultant requires some ramps up time on a project due to familiarity with the corporation. This enables to guide a project through to implementation as the consultant gets the knowledge of project management. This consulting position can be used to recruit and develop potential senior managers of the organization. Corporations have to be conscious of and consistent with how consultant costs are accounted for on both a project and organizational level to implement cost effectiveness.

Consultants are often uniquely matched to lead consulting project teams. Then the consultants can act as the organizational subject matter under the direction of the organizational management. Again, management consulting firms can closely monitor and work to manage the project. That ensures a project manager better delivery, quality and overall satisfactory operating relationship with clients. Project management will also help you to convince a consultant’s clients that s/he can add real value to their business and that the cost of your consulting service is easily justified. Anyone will be able to create more convincing client proposals, improve pre-sales arena and market offering, show clients the project delivery framework, convince clients that will add value, win more work from new clients. Thus project management helps you to advance your consulting skills by adopting best practice processes and standards.

So if you’re a consultant and you want to win more clients, improve your delivery and boost your consulting skills, you must have a basic idea of project management.

Project Management has lots of advantages, including: Shorter implementation time, improved product quality, improved team productivity, better documentation.

Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. When any consultant provide the consultancy service, it is sometimes conflated with program management, however technically a program is actually a higher level construct: a group of related and somehow interdependent projects. In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management. So, project management may need a consultancy service to make a clear distinction the project. The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived project constraints. Management consulting emphasizes the effectiveness of the upcoming of upcoming projects. Consultancies may also provide organizational change management assistance, development of coaching skills, technology implementation, strategy development, or operational improvement services .These all services may be required for a project manager. Management consultants generally bring their own, proprietary methodologies or frameworks to guide the identification of problems, and to serve as the basis for recommendations for more effective or efficient ways of performing business tasks. For this type of suggestions, the consultant people should have the touch of project management knowledge. online pokies

This is the part 2 of the 2 part series “Companies Failure to Implement A Basic Project Management Methodology”

The importance of benchmark: How others made it best on their course for implementation of a PM methodology

Without any reference you cannot set up your benchmark that you want to achieve. Any process is troubled unless the leader know where they want to go and where they are right now. Organizations should consider feedback in order to acknowledge whether the performance is in composition with the industry. Sometimes at the strategic level organizations forgot to benchmark their performance. It is always important to look at the best performers. Organizations should aware of the way they succeeded to the top; to learn from their past experience and to make sure they can avoid any undesired mistakes. For starting implementing a project management methodology without paying attention to the best performers can lead to more encountered problems and mistakes that can prove time consuming and costly. Such approach can lead nowhere. So, it is good to get some knowledge about the around world. Organizations should therefore take a picture of the around business world and then place itself in the broader picture. A Strengths, Weaknesses, Opportunities amp; Threats (SWOT) analysis should be conducted as a first step to set some objectives and to set the куплю пластиковых окон model to follow.

When the “target” is secured, an in depth analysis can be run to see what the quantitative limitation look like for the organization. At this point it is extremely important for the people doing the comparative analysis to establish appropriate standards for interpreting the performances for a particular project at a given Company. Normal standards can normally be followed in the analysis: earned value techniques, time schedule baseline vs. actual implementation time etc. Certainly, other standards can be predicted. In order to keep the analysis as simple as possible, a minimum and most relevant set of parameters must be established.

Thus, benchmarking works fine if a top down approach from the executives to the PM level occur.

Some of these parameters should be observed and dissected in small pieces for a thorough understanding before using them as standards for the organization. Companies frequently ignore the importance of benchmarking and they struggle or go astray as a result. It should be told that a correction at the beginning of process can be more easily done than later. Because at later stage the processes are linked to each other and as a result the organization follows rules and methodology in error or in a wrong direction.

It would be useful for more companies to accept the rule and practice of benchmarking as a strategic tool for setting ground rules and tactical measures when it comes to PM methodology..

The article presented was aimed to show some of the major drawbacks that companies sometimes face when trying to implement a new or better PM methodology. The damage starts with the matrix structure misinterpretation and then can evolve through the lack of PMO. It happens especially when the organizations ignore the importance of benchmarking. The situation is less severe for organizations at the starting point on the course of PM methodology and worse for those already on the way.

So, in conclusion we can say that the damage is starts primarily through the wrongly designed matrix structure. Then it goes ahead without the inception of PMO. At last the project methodology fails for not determining the benchmark in context of the organization. online pokies

PMP Exam Content

Exam content reflects the knowledge areas and processes based on the PMBOK® Guide – Fourth Edition

The nine PMBOK® Knowledge Areas contain a total of 42 processes which are applied to five basic process groups. These five basic process groups, which are common across all projects, are listed below along with the percentage of questions one should expect on the PMP exam:

  • Initiating (11%)
  • Planning (23%)
  • Executing (27%)
  • Controlling and Monitoring (21%)
  • Closing (9%)
  • Questions regarding Professional and Social Responsibility make up 9% of the exam

As noted above, the PMP exam content includes questions on the overall Project Management Framework and Professional Responsibility. The actual exam is offered in both a computer based testing (CBT) environment, as well as through proctored paper-based exams.exam 300x225 PMP Exam Content

PMP Exam Format

The PMP exam is designed to objectively assess and measure project management knowledge. Concepts covered in the PMP exam are directly derived from the Project Management Body of Knowledge (PMBOK®) Guide. The PMBOK® Guide is an internationally recognized standard (IEEE Std 1490-2003) which outlines project management fundamentals; and is applicable to a wide range of industries.

  • There are 200 total multiple choice questions which make up the PMP exam
  • 25 randomly placed “pre-test questions” are included, and do not count towards the pass/fail determination
  • Individuals have 4 hours to complete the exam
  • Individuals must score 61% or higher to pass the exam (106 of 175 questions)

classes 300x198 PMP Exam Format

Strategic Project Portfolio Gives China a Competitive Edge

The Shanghai Expo 2010 isn’t just about putting on a great show for 180 days. It embodies a large-scale program, especially in terms of the economic and political synergy it created for a developing country.

Like the 2008 Beijing Olympics, the expo is a collection of projects whose collective purpose benefited the nation and fulfilled the government’s strategic objectives.

The expo and the Olympics were part of a national portfolio aimed at achieving countrywide political objectives for boosting the economy. Both were planned and executed with the intent to cultivate high-tech skills and knowledge aimed at ensuring growth and competitiveness in the future.

For example, the Chinese government required every contractor carrying out individual projects to employ Chinese workers, including certified project managers. This has ensured that enough skilled workers necessary for national development have been trained.

By the end of 2009, the number of PMI certified project managers in China was 29,414 — the second-largest number in the world.

The physical legacy these programs left is also notable.

Unlike games or exhibitions hosted by developed countries, both the expo and the Olympics were accompanied by massive infrastructure developments — and not just the renovation or improvement of existing facilities. The Shanghai Expo re-developed areas in decline, and brought infrastructure and facilities to previously undeveloped areas.

Apart from the huge venues, China built airports, restaurants, hotels and 11 high-speed railways. Development plans also incorporated expanding and improving the service industry of Shanghai.

These projects, combined with the outcome of other national programs and projects, help advance the government’s goal of growing and developing the national economy.

“Projects produce deliverables; programs output benefits so as to sustain, advance or achieve organizational objectives; while portfolios ensure the alignment of the diverse objectives and independence of programs and projects to organizational strategic objectives,” according to page six of The Standard for Portfolio Management.

And that’s exactly what the Shanghai Expo 2010 did.

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Strategic Project Portfolio Gives China a Competitive Edge

Where Project Management Rigor Meets Flexibility

In my last post, I described the challenges of maintaining project management rigor in an environment where people are primarily in creative service roles. It appears I hit a chord. A few of you have commented and want to know how I’ve handled the situation.

Well, first I will say that I believe we will never reach 100 percent compliance with the project management standards you’d expect to find at NASA or a construction site. Creative work is not an exact science and it requires some very non-linear thought and approaches. It can be very hard to pin down a repeatable formula for executing these kinds of projects.

If there are specific tasks you cannot predict or that don’t fit into a prescribed methodology, people tend to simply operate by intuition. The first thing you need to do is to look for the wins. Where in the process can you continue to provide rigor and discipline to help keep the project within boundaries, while avoiding the appearance of overly constraining your teams?

We have done this by creating as flexible a methodology as we can. As a whole, it closely follows the tenets set forth in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). The software development life cycle serves as a foundation: planning, discovery, design, build, test, implement, support, rinse and repeat.

The difference comes in our application. For any given project — whether it’s a marketing e-mail, interactive web banners, mobile applications or full site development — we have fundamental requirements that don’t change. All projects must have a timeline, for instance. And all projects must have a scope, a set of requirements approved and reviewed throughout to ensure we’re on target.

Beyond that, it’s the diner’s choice: Does a four-week e-mail project require a formal matrix of approvers? Probably not, though it would help to have a short list of final approvers. Does an interactive banner need a content matrix or a formal technical architecture? It all depends on what the team needs.

How has your organization tailored its project management approach to account for the unique needs of its project teams?

Read the original:
Where Project Management Rigor Meets Flexibility

I Wish I Had

It’s embarrassing how easily we slip back into former (bad) habits and how quickly we lose sight of our firmest resolutions. Perhaps if I go public once again with my resolutions, I can shame myself into adhering to them a little more faithfully.

Last March, I blogged about career success and mentioned some resolutions I had made after I had been laid off more than a year previously. I revealed having written a page of resolutions called, “I Wish I Had.” Many people asked for a copy, so here it is, along with my renewed commitment to all it says.

I Wish I Had
I worked for my employer for exactly 24 years and 5 months when I was told that I was being laid off.

Companies Failure to Implement A Basic Project Management Methodology: Part 1

fail1 300x261 Companies Failure to Implement A Basic Project Management Methodology: Part 1This is the part one of the 2 part series of “Companies Failure to Implement A Basic Project Management Methodology”. Project Management is now become an extremely important topic for discussion and it assumes that this trend will increase even further in the future. The Project Manager is a professional individual who has gained sustained and strong credentials throughout the world. Like individuals, organizations try to adjust and improve their behavior for better image in the market. They are also keen to follow methodologies, procedures, rules, and tactics in order to become existing actors in certain fields of project management application and in the marketplace. There are some major problems of how companies try to implement project management methodologies. Wrongly design the matrix structure of the organization At present, with the continuous buzz around concepts like Project Management, Program Management, and Project Management Office, organizations have understood that they must quickly embrace their strategic vision to the latest breakthrough before any other respected competitor does so. In this disorder of organizational changes, companies can be easily misled in a wrong direction if their strategic plans and organizational structures are not examined by professional experts with proven abilities related to re-engineering and restructuring. Companies have spotted out that the matrix structure is the most convenient deal for combining operations and project implementation. Consultant, or in some many cases managers from inside the companies, have dealt with some of these topics. In many cases, however, people with less skills and abilities were appointed to run the business whether or not they were educated and trained. Organizational structures were altered to make entities smaller and more profitable within certain companies. It is only the case of implementation of profit-cost centers; no matter what and when at any level. Then major conflicts and inconsistency occurred when the new born structures, in fact tried to help the organization, proved in the end to be a major drawback, even when the company had thought its project structure was based on a their matrix concept. It is not difficult to understand that when each individual entity is running after its own goals in terms of profitability, the synergistic actions may be very unlikely to maintain their projects on the good track. Having the power of a single and genuine Project Manager lessened and shared with other Project Managers from supporting departments leads to a double conflict. It leads to a situation despite that normally taking place between the PM and the Functional Managers. Usually the Project Manager must need the services from the Engineering Department (for basic australia online casinos and detailed design), from the Procurement Department (for administer the orders and gods payment) and also from the Logistics Department (for transporting goods to the site) and all these adjoin to the expenses under budget execution. It is by far more complicated and difficult for a Project Manager to be responsible and accountable for the results within a certain project when he must cope up with such an organizational mess. Everyone is eager to see the financial improvement on their side rather than general interest deriving from the

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project implementation. The Project Manager in charge of project implementation must thus face tight budgetary constraints and needs to settle

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more than necessary with supporting entities, exactly those people who should be assigned within the project team. These sorts of Companies do not understand that the only person in charge, as per the Project Charter, to run project business should be the Project Manager from the Project Management Department. Other individuals should support and give the utmost to this person for the project sake. The bottom line is then making the road to project Prov deg pa en gyllen spilleautomat med 5 linjer og 3 hjul som har evnen til a gi deg en ekte casinofolelse. failure, or at least an extremely rocky road, is now paved for our Project Manager. The power weakens due to the sharing with other artificial project managers on the same level. Thus the divergent interest among functional departments in their permanent endeavor is to maximize their own profit instead of working for project success. Less Concern about the knowledge of PMO (Project Management Office) Inexperienced managers of companies who want to take a step toward project methodology implementation inside the organizational culture should either establish a project management office or hire experienced consultants. This project management office must be in the upper level of project management department. Inexplicably, some organizations either at the beginning of their PM methodology cycle or at a later stage pay no attention to the importance of a PMO. This should be the core of any enterprise in project management methodology. PMO is the storehouse of all kinds of past history and lessons learned out, templates, procedures, and so on. A better insight can be given by a PMO, but organizations are not always mature enough to understand their acute need for such office. At the beginning of project management methodology implementation, for example, it could be less costly in terms of money spent. It needs less time to get a group of skilled individuals within a PMO to start top-down operation of experience and expertise. It can start as a pilot project and then, based on success, use to upcoming projects. Organizations which do not have a PMO in the structure should better think about before proceeding on experimental basis without it and with the complicated structure. It is surely more comfortable to get to help Project

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Managers and to make the project successes. Organizations try to perceive establishing a PMO as a money spending exercise rather than thinking beyond the short term costs of setting and maintaining this expertise center within the Company. When judging on a short term basis and not being able to see the pay offs on the course of Project or Program implementation, it might happen that the companies will not see the image of full benefits. So, from early stage, one can be more interested in no sacrifice to obtain the benefits of implementing a PMO.