Sunday, March 29, 2009
Most senior management expect the PMO to be aware of risks in projects based on (1) their interactions with project teams (2) cross project experiences
The 3 levels of maturity of a PMO are
1. Initial: The PMO is still getting to be aware of the programs/structure and processes. Further, the rapport with the program manager will determine the extent of the risk awareness
2. Reporting: The processes have been established. Techniques to effectively capture risk and resolve are commonly accepted by program teams and PMO. The project leaders are also confident of the methodology and the PMO is aware of the risks known to the project teams
3. Value added : The PMO has been well established and is working over a range of projects. Cross functional project experience enables the PMO to foresee risks in the program not self evident to the project teams.
Every organizations leadership wants PMOs to ramp up as fast as possible to Maturity level 3.
Wednesday, March 25, 2009
Sunday, March 22, 2009
I read three things this weekend that got me thinking - (1) Smarter people do think faster , (2)More than 55000 thoughts pass our mind daily and(3) 90+% of the thought is repetitive.
Just correlating this with my busiest times, they had the fewest thoughts - especially when I was programming Eulers problems
Friday, March 13, 2009
The PDCA (Plan do check act) cycle is a great tool in deploying any process. Simply put, the PMOs critical role is deploying project management best practices for value delivery. In this context,
- Plan - Training and competence building + staffing / resource planning for programs (This includes involvement of PMO in strategic planning)
- Do - Support for greater functions and projects
- Check - Metrics and tracking
- Act - Continuous improvement
Tuesday, March 10, 2009
I have always beleived that more than 3 years in a role gets you to a state in which you can walk around with a coffee cup any day of the week you decide. Its also true, that only way to retain energy and innovate - This article How to keep innovating is just about what I keep echoing
Tuesday, March 3, 2009
Sunday, March 1, 2009
Buridans ass is a classic where there is a thirsty and hungry donkey and lack of random events(a nudge of the donkey) could be standing equidistant from both Food and Water.
In real-life there are 2 learnings from this -
1. The difficult thing is to create ways by which you establish a means to measure and reward setting up the infrastructure for performance (getting food and water and the thirst donkey) in its place. Otherwise , there is always a winner take all of a new person who could potntially reap the benefits of the predecessor by nudging the donkey for performance
2. Innovation is the nudge. Most of us are in the process of hunting for food and water (incentives) with a process of linear thinking. The nudge creates the move to food or water in a different way since the world is full of opportunity anyway.
Credits: Fooled by randomness for leading me to Buridans ass