Archive for the ‘Portfolio management’ Category

PMO or no PMO?

Wednesday, April 2nd, 2008

I can’t imagine a company without a PMO however, a PMO with lots of project managers can intervene in achieve annual goals.

What do you mean?

I view PMO as the platform for delivering projects - a company without such a platform (of discussion, planning, budgeting, allocating etc.) is probably less successful.

 A company can have a mix of Run, Transform & grow objectives - typically set by Senior Management & Board. For example, a company trying to put itself on acquisition track would try to focus equally on ‘Run’ & ‘Transform’ projects and less on ‘Grow’ projects while a company in a highly competitive market would focus more on ‘Grow’ projects. A company which has acquired company (or companies) would focus more on Transform projects.

The PMO is a platform to take the company objectives of Run-Transform-Grow and helps balance the IT deliverables vs. IT Availabilty.

Bottomline PMO is mandatory department however, should there be lots of PM (Project Manager) in a company? How much is too much?

I do not believe, there should be lots of PM in a company - it has to be right sized to about 6 high risk, low impact or 3 medium risk, high impact projects per PM.  Having more PMs in an organization can get the organization culture muddled and can interfere in the execution of the projects.

Compliance - uninvited helper guest

Tuesday, November 6th, 2007

Compliance is definitely an uninvited guest - it lingers in your day-to-day operations however, it can help you in these area:

a. Your strengths and weaknesses - gone are those days where you would informally run processes over phone/email which could lead to potential miscommunications and unintentional malpractices. You can identify which areas are formal and which areas are not and fix them.
b. Potential areas of automation: Access granting and terminations, workflows and dashboards
c. Streamline areas of service continuity - Think about it - did we streamline our processing starting from building software through delivering them to production  and managing them before? Probably not. Now, we are forced to.