PMO Leaders: Creating Executive Conversations that Convert

Keyedin

Convert your executive sponsors and leaders to staunch supporters of your PMO. If your leadership team does not understand your PMO capacity and corresponding strategy, they may have a difficult time trusting you with their most crucial business goals. Not in the way leadership might characterize it, but because you’re not spending time developing your own PMs or PMO leaders to communicate well, in the right way, to executive stakeholders and sponsors.

PMO Leaders: Creating Executive Conversations that Convert

Keyedin

Convert your executive sponsors and leaders to staunch supporters of your PMO. If your leadership team does not understand your PMO capacity and corresponding strategy, they may have a difficult time trusting you with their most crucial business goals. Not in the way leadership might characterize it, but because you’re not spending time developing your own PMs or PMO leaders to communicate well, in the right way, to executive stakeholders and sponsors.

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Agile, Waterfall and Hybrid: Managing the Multiple-Methodology Portfolio

Keyedin

Agile projects are structured for iterative planning, forecasting and reporting, and can look very different and come at a much quicker cadence than traditional project management (PM). If your PMO technology can’t allow you the freedom to forecast, scenario model and test-retest deployment across hybrid programs, today’s profit margins have no room for the errors that result.

Turning Good Project Management into Great Project Leadership

Strategy Execution | PMO Perspectives

As a senior project manager or head of a PMO, it is important to assess teams for any skill gaps that may be inhibiting or preventing project success. This keeps a constant cadence of communication with stakeholders and team members and allows them to tailor the tone and style of the communication to the relevant audience. Managing a PMO and being responsible for all of the projects that contribute to an organisation’s success is not an easy job.

Agile, Waterfall and Hybrid: Managing the Multiple-Methodology Portfolio

Keyedin

Agile projects are structured for iterative planning, forecasting and reporting, and can look very different and come at a much quicker cadence than traditional project management (PM). If your PMO technology can’t allow you the freedom to forecast, scenario model and test-retest deployment across hybrid programs, today’s profit margins have no room for the errors that result.

Webinar Recap: Agile Series Part 2 – Agile Features & Capabilities in MS Project / Project PPM

MPUG

You’re going to see this coming out at a very fast cadence. But there are people who are building tools, but they remember the competency of what’s being organized, structured and delivered is on a very different cadence. Gardener just came out with a report, it was published July 30th of 2019 so if you’re watching this 10 years from now, it’s still a good report.

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