Topics included in PMOs (Project, Program or Portfolio
- Useful external web-links
Other related sections of the PMKI:
- For more on project/program selection and prioritisation
see Portfolio Management.
Temporary Subject List - this page is being rebuilt:
PMOs (Project, Program or Portfolio Management Offices):
Organisational entities responsible for aspects of the support
and monitoring of projects and programs within their area of
Included in this topic
- Developing and Managing a PMO
The factors required to create and sustain an effective PMO
- Setting and using performance
targets KPIs and staff performance.
- The management of project
controls Surveillance systems and health checks.
- Enterprise Tools and systems
Software systems managed by PMOs.
For a general discussion on PMOs visit our Blog: http://mosaicprojects.wordpress.com/category/project-controls/pmos-project-controls
- Developing and
managing a PMO:
- Setting and using
performance targets for project success: including
KPIs and staff performance:
Defining project success – moving beyond
benefits realisation!. Project success appears to be
a complex, emergent, characteristic that manifests after
the work of the project has been completed - this makes
managing for success difficult.
Defining Project Success using Project
Success Criteria. Project success can be ephemeral –
successful organisations work to define success so they
know when it has been achieved!
Achieving Real Project Success.
There are at least three different criteria for success
that can operate independently: Project Management
Success, Technical Success & Business Success.
Measuring Culture. The culture of an
organisation or team is a key determinant of success and
an important measure of effective governance - this
article suggests ways to measure culture.
Designing effective KPIs. The
practical challenges of creating effective KPIs that drive
What you measure is what you get!
Asking the wrong questions and gathering the wrong data
can easily be the cause of undesirable outcomes; care is
Lessons for PMO managers from the CBA
scandal. The CBA financial scandal was a classic
example of the effect of setting the wrong performance
targets. If your measurement systems focus on the wrong
things, you will get exactly what you asked for!
- Art: Assurance for high risk projects.
High-risk, high reward projects that have the potential to
transform an organisation require a robust, independent
- The management of
project controls: including surveillance systems and health
- Enterprise Tools
and systems: software systems managed by PMOs:
Useful external web-links
- External Link - to be added