If we recognise that Portfolio Management gives the answers to the questions: Are we doing the right initiatives to achieve organisational strategy? Are we doing initiatives that deliver the business benefits? Could we better invest our limited resources, stopping some initiatives and investing in others? Why then are some organisations ...Read More »
What has the P3O® (Portfolio, Programme Project Offices) guidance that was published in 2008 by the UK Office of Government Commerce got to do with Yin and Yang? The Chinese ancients believed that Yin and Yang is the interplay of opposites and stresses the importance of balance. “All things connote ...Read More »
There is a contradiction at the heart of many PMOs. Who is the master of an office for management of project or programme?
There is a choice of at least two who have different focus and thus needs.
I have run/set-up several large PMOs over the years during which time I’ve seen that I had to choose whose confidences I had to respect absolutely.
Have you ever watched Joe Public on an ice rink? A few glide gracefully by while the majority wobble badly, grab each other in panicky moments of instability that cause others to wobble all around them. I’ll re-ask that: when you observe how your organisation executes the average change initiative would ...Read More »