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PMO Evaluations

PMO Evaluations

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PMO Evaluations

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4/5 (1 avaliação)
Comprimento:
56 página
1 hora
Lançado em:
May 9, 2016
ISBN:
9781311616005
Formato:
Livro

Descrição

Many times in their haste to implement a Project Management Office, the business leaders have a tendency to fail in placing adequate constraints on the PMO management, resulting in the implementation and enforcement of burdensome paperwork requirements.

Typically, any PMO evaluation is based on the standard Project Management Metrics; Cost Performance Index (CPI) and Schedule Performance Index (SPI). As such, a form of Earned Value Management (EVM) is employed as part of the overall performance calculations. These can be called the Project Performance Macro Factors.

However, these Micro Factors have every bit as much of an impact on project and PMO performance as the more common Macro Factors.

When the aggregate Macro Factors are combined with the aggregate Micro Factors, patterns can be identified that help provide a forecast of PMO performance, based on historical activity and cultural proclivities.

Therefore, it is incumbent upon the PMO Leader to ensure that ALL levels of the Business are aware of what the PMO is doing and how it is adding value to the Business. The PMO Leader must advertise successes and mitigate failures while continually growing and perfecting its delivery processes.

Lançado em:
May 9, 2016
ISBN:
9781311616005
Formato:
Livro

Sobre o autor

Ronald Goulden has written novels and stories for thirty years. Having served in Viet Nam as a Translator/Interpreter, He quickly adapts to new cultures and sees a story or an adventure everywhere. He has ‘dabbled’ in witchcraft, though he is not a witch.All of his novels and stories have interconnecting threads that link them into a larger universe, spanning space and time. Some of the links are obvious, while others are very subtle.Some of the events in the stories are based on real life, while others are pure fiction. The distinction between fact and fiction is up to the reader.Having studied witchcraft many years earlier, it had always been in my mind. When I became an IT Director for the Farm Credit bank system in Wichita, I observed the ‘power’ a small group of ladies expressed over others in the bank and their general disdain for many of the men.I had also researched the BTK Killer during his spree and developed a program that allowed me to ‘predict’ his next attacks. As such, I saw the potential for violence in anyone.After being treated rather rudely by the band of bank beauties, I decided to write a story to explain their odd and overbearing personalities. Using newspaper stories and personal experiences, I settled on baby sacrifices and Satanism.While the personalities and physical attributes are based upon real people I knew at the time, their involvement is this story is purely fiction. There are many ‘links’ in this story to the other novels I’ve written over time, essentially building an alternate universe.


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Melhores citações

  • SPI trend is positive, work is being completed on or ahead of schedule. When the SPI is negative or very erratic, this is an indication of prob-lems with managing the project tasks, or poor task estimating.

  • Scope Creep’ can contribute to poor SPI performance. As new ‘features’ and undocumented enhance-ments are added to a project, the schedule will slip. Implementing good change management processes can control the negative effects of ‘scope creep’.

  • If the entire portfolio of projects exceeds the budget on a regular basis, then there are issues with task esti-mating, budgeting, and overall project management.

Amostra do Livro

PMO Evaluations - Ronald N. Goulden, MBA, PMP

PMO Evaluations

Ronald N. Goulden, MBA, PMP

Smashwords Edition

Copyright © 2016 Ronald N. Goulden

ALL RIGHTS RESERVED

This ebook is licensed for your personal enjoyment only. This ebook may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each recipient. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return to your favorite ebook retailer and purchase your own copy. Thank you for respecting the hard work of this author.

Cover design by Ronald N. Goulden

Table of Contents

Introduction

Quality_Trend

Maturity Level

Operational Duration

PMO Rating

Micro Factors

PMO Evaluation

Additional Works by Ronald Goulden

Introduction

It has been shown that deploying a PMO does not lead to performance improvement in itself. It is only when the PMO increases maturity that tangible improvement occurs. - Project Management - The State of the Industry - Center for Business Practices (CBP) Study

Many times in their haste to implement a Project Management Office, the business leaders have a tendency to fail in placing adequate constraints on the PMO management, resulting in the implementation and enforcement of burdensome paperwork requirements.

Often, the fact that the business operations personnel really do not see the need for this tends to create a hostile and stressful relationship along with resistance from the business to what they perceive as bureaucratic nonsense.

The wise Project Management leaders will partner with the businesses and take great efforts to ensure the business is being adequately served.

In a time when analysts claim that the failure rate for PMOs is above fifty percent, we see executives hiring PMO leads from other companies, in many cases only to subsequently add their own failed PMO efforts to the statistical cemetery

In the eyes of the business leaders, the apparently 'logical' solution is to hire another displaced PMO leader and hope for a different result.

One must ask, If the PMO lead was so effective, why is he or she available or searching for a new position? There may be a legitimate answer, but this IS a question that MUST be asked.

It is apparent that there may be contributory factors leading to failed PMOs. The trick is to identify what those failure factors are and how to quantify their effects on the success or failure rates of these critical organizations. While some of these factors are patently obvious, others are more obscure.

If these 'failure' factors are identified and properly quantified; then a predictive model may be developed that will provide executives with a tool to identify PMO problems before they become costly, career-ending mistakes.

Typically, any PMO evaluation is based on the standard Project Management Metrics; Cost Performance Index (CPI) and Schedule Performance Index (SPI). As such, a form of Earned Value Management (EVM) is employed as part of the overall performance calculations. These can be called the Project Performance Macro Factors.

In addition to the CPI and SPI, a quantitative evaluation of the end product is required. Typically, most organizations do not have an effective quantitative tool for measuring project quality. An effective tool for measuring project Quality Performance is the Quality Scorecard.

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