PMO practitioners have chosen MoP® because they’re working at a portfolio level – within a Portfolio Management Office or an Enterprise PMO (ePMO). In this type of role, it is important to understand how portfolio management determines which projects and programmes an organisation decides to do and when. There’s long been a saying that portfolio …
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This week we are focusing on the P3O® Foundation. P3O® is still a popular course for those committed to working in a PMO – that’s Project Office, Programme Office, and Portfolio Office – the three types of PMO that make the 3 in the P3O® title. This course is aimed at those new to PMO – …
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As the end of another year approaches, it’s natural to look back and reflect on the events and experiences of the past 12 months. For many of us, the past year has been marked by significant challenges and changes, as well as moments of triumph and growth. As we bid farewell to 2022 and prepare …
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There have been many years of research into why projects fail. McManus & Wood-Harper in 2008* with an IT project focus summarised that management causal factors account for 65% of the project failure rate, such as: Poor leadership in project delivery Poor stakeholder communication Poor competencies (and skill shortages) Poor stakeholder management Poor estimation methods …
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