Bias Driving Failure Approximately 70% of projects either fail or are delivered late. This figure is consistent with research by PM-Partners group and international bodies which identified cognitive biases and organisational issues being a key factor adversely impacting the production of accurate and reliable benefits forecasts and business cases. A cognitive bias is a pattern
It is common during times of economic downturn and uncertainty for businesses to reduce headcount in order to save money. Sound logic as workplace productivity typically increases during economic downturn. However the PMO can become challenged as under-staffed projects can lead to missed deliverables, costly delays or at worst, complete project failure. The reality of
Flawless execution of the wrong projects is more costly to a business than average execution of the right projects. In order to provide the best possible value to an organisation, a PMO must ultimately operate from a strategic perspective. A strategic PMO is one that has a deep understanding of organisational strategies and goals gained
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
