Expert advice from industry leaders

A Project Management Office (PMO) can be a complicated entity, and many organisations find that one of the largest issues that arises initially is the allocation of resources. Finding the right skills at the right time coupled with the optimal budget and number of people needed to establish a PMO is hard.  Resourcing a PMO

More projects than resources? Conflicting priorities from multiple initiatives? Poor visibility and no decision support? Project Portfolio Management (PPM) is becoming an accepted solution to these problems. A sophisticated PMO will have established PPM processes and ideally technology to automate and support this. A centralised approach provides a single reference point for project portfolio information

Organisational context and business requirements must determine the value of the PMO. As current conditions such as business climate, economic tension, complexity, lack of qualified Project Managers and project success change, so too must the service provided by the PMO. The PMO must be regularly re-evaluated to ensure its proposition continues to provide business value. The

In the field of project management, it is a well established fact that early problem detection is one of the most crucial aspects of an effective project. The benefits of early problem detection for a business include increased efficiency and potentially huge cost savings; the later into the project in which problems are discovered, the

The PMO, or Project Management Office, is a concept that is often met with mixed reactions. Some businesses discredit the effectiveness and viability of a PMO due to bad experiences that have resulted in projects actually being hindered as opposed to supported by the PMO. On the other hand, PMOs are being established and in

The continual success of a PMO is related to the PMO constantly demonstrating to the executive that the PMO adds value to the business. Successful completion of projects on time, on budget and within agreed scope are a good measure, but in today’s business environment executives need to know where value is created and benefits

This OnTarget presentation provided trends, knowledge and insights from our consultants with a focus on improving Project and Programme Success. It covered stakeholder management, steering committee and sponsor development, governance agility and included statistics and findings from our 2012 PMO Research Report, giving you a first-hand view on the results and the implications. OnTarget seminars are presented by

Approximately two-thirds (66%) of all projects surveyed over the past decade have failed or were challenged. Most troublesome were larger projects. Only 19% of large- projects costing US$750,000 to US$3 million were successful in 2009 (The Standish Group 2009). The major causes of project failure are well documented. The causes highest on the list are

It is important for managers to understand how productive their consulting staff is through calculating utilisation. Here are a few tips on how to set a standard according to total available hours for each consultant and work achieved. Some points to take into consideration include the difference in total available hours from country to country