In today's world of cost-cutting, streamlining and ongoing business transformation efforts, organizations are seeking ways to be more agile, lean and innovative. One area that business leaders can become more agile and lean is to clearly determine the value of their portfolio and how they can align it to fit the organization's strategic direction over a given timeline.
Here's an approach to assess the value of a portfolio through an application rationalization framework that leaders or consultants can use to help their clients determine the best disposition of each application and the overall value of applications that can drive the business forward.
A Project Management Office (PMO) can play a significant role in helping organizations implement their strategic initiatives. It can help boost efficiency, reduce costs, and improve project delivery time. But its value continues to be a source of debate as PMOs struggle to demonstrate sufficient value and the needed buy-in at the executive level of the organization.
Recent research shows that as many as 50 percent of Project Management Offices are failing, even as more and more organizations implement them. And of those not quite failing, a high percentage are not maturing fast enough to provide value to the organization’s bottom line.
So What's the Problem?
In this article I discuss why PMOs fail, how High Performance Organizations have leveraged their PMOs and some considerations to take into account to make your PMO provide strategic value in your organization.
The skill of project and program management has become an increasingly important area of focus as more and more companies are realizing the value it has to their bottom line, top-line and overall culture.
Those of us who have been in the world of project management for a while know the multitude of challenges that are encountered in managing projects, many of which can cause major risks if not properly handled. However, organizations still underestimate the level of experience, complexity and the bigger picture of what it takes to succeed in delivering projects.
Are Organizations and Project Managers Missing the Bigger Picture About Project Management?
In this article, I’d like to explore what the bigger picture is and what is missing in terms of best-practices to make project management successful.
Those of us who have been in the project management field for a long time know the many challenges and risks – both expected and unexpected - that can surface on projects. Combine that with the challenges of managing remote teams, different personalities, different agendas, conflicting priorities, booked schedules, unclear scope, and a stressed environment, and you have a road filled with many obstacles to overcome before you even start.
In this article I’d like to start by summarizing some common pitfalls that I have experienced and observed in many of the client environments I have worked – in hopes to help others proactively mitigate and even avoid them.
Rania Kort is an Independent Management Consultant and Business Advisor with more than 20 years’ experience helping Fortune 100 companies successfully implement strategic initiatives. Rania has managed large-scale programs and programs, established and run PMO's and implemented process improvement in many different industries. She ran and grew an IT Management Practice for PricewaterhouseCoopers for more than seven years managing over 300 consultants. Currently, she serves as an independent consultant focusing on achieving results through collaboration and a team leadership approach that ensures alignment, accountability and trust to develop high-performance teams.