Programme & Project Management
Project and program management offices of most companies are somewhat mysterious. Everyone still agrees that it is important, nobody knows exactly what it is meant to do, and sometimes those it supports are frustrated that they don't live up to expectations.
It generates workloads and does not provide the centralized information required by the executives. Our philosophy for the Program Management Office is focused on three principles: Current Business Objectives, Accountability with Authority and, Administrative Capacity
It generates workloads and does not provide the centralized information required by the executives. Our philosophy for the Program Management Office is focused on three principles: Current Business Objectives, Accountability with Authority and, Administrative Capacity
All stakeholders must share a shared set of goals. The ultimate purpose of a project or a series of projects (programs) must be described and expressed in a simple, succinct format for all to understand. In addition, both parties must agree on any interdependencies and on a targeted timeline.
The responsibility for achieving the goals of the program and for each of the objectives of the project must be transparent. Those responsible must be encouraged to make the appropriate decisions to ensure effective delivery. Administration is also a single factor that undermines the efficacy of the PMO. If performed manually, the administration needed to record tasks, provide status updates, manage risk and problem logs can be overwhelming and involve a substantial team.Maintaining centralized documents for status reports, interdependencies and risks at the program level, even with adequately staffed PMOs, becomes difficult for complex organizations.
The use of project management software, providing rich features and a high degree of versatility, further complicates matters. Project managers often do not completely understand how to use the technology, and those who are knowledgeable do not use it in a systematic way. As a result, fragmented project plans do not include a consolidated vision that is necessary for a proper PMO.
The responsibility for achieving the goals of the program and for each of the objectives of the project must be transparent. Those responsible must be encouraged to make the appropriate decisions to ensure effective delivery. Administration is also a single factor that undermines the efficacy of the PMO. If performed manually, the administration needed to record tasks, provide status updates, manage risk and problem logs can be overwhelming and involve a substantial team.Maintaining centralized documents for status reports, interdependencies and risks at the program level, even with adequately staffed PMOs, becomes difficult for complex organizations.
The use of project management software, providing rich features and a high degree of versatility, further complicates matters. Project managers often do not completely understand how to use the technology, and those who are knowledgeable do not use it in a systematic way. As a result, fragmented project plans do not include a consolidated vision that is necessary for a proper PMO.
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