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Birkinshaw, J., and Hood, N. “The Seven Secrets of a Successful PMO.” PM Network Magazine, 2001.. “Today’s Project Office: Changing Attitudes.” PM Network Magazine, Aug. “Seamless Transitions: Managing Change on Difficult Projects.” PM Network Magazine, Mar. Buckingham, M., and Clifton, D. New York:. “Value-Added Project Management: Doing the Project Right Is Not Enough.” Paper presented at PMI Symposium, 1997.. “The...
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CREATING THE PROJECT OFFICE. A Manager’s Guide to Leading Organizational Change. Copyright © 2003 by John Wiley &. Sons, Inc. Published by Jossey-Bass A Wiley Imprint. 989 Market Street, San Francisco, CA www.josseybass.com. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning,...
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7 Implementing the Project Office: Case Study 167 Alfonso Bucero, PMP. 9 In or Out? Staffing and Operating the Project Office 219. 10 Looking Forward: Embedding Project Practices in the Culture of the Organization 249 Dennis Cohen, Strategic Management Group 11 The Tale We Tell 277. Appendix: Templates for Project Office Planning 291 References 299. In or out? Are you...
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Office manages and integrates all aspects of the 264-project, $530 million upgrade of Aviano Air Base, Italy. He is also a graduate of the U.S. Among his numerous military awards are the Legion of Merit and the NATO Medal for his role in the air combat campaigns in Bosnia (1995) and Kosovo (1999). LaGassey frequently presents at PMI Symposiums about...
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You, too, look for a guide and a way to reach the top of the mountain—and have found one here. Unlike Dante, however, you will need to enlist others to join you in the quest. no one can carry a project office alone.. Many organizations have attempted to improve their abilities and project management over the last decade. People were...
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Implementing a Project Office as Organizational Change Process. When they begin by thinking of the office in narrow terms, such as helping on one project or maybe in one department, they find it difficult to expand operations or- ganization-wide. This is because the project office becomes associated with that one project or with that department, not the organization as a...
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Changing systems is also difficult as much has been invested in current systems, and the people who run them probably favor the status quo. Fi- nally, getting the support of department directors has been notoriously difficult over the history of the project management movement. Even when procedures have proven to be effective and the necessary skills have been developed, the...
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true of project management. It is not the cost of the project that is the real con- cern, it is the value added.. Of course, if costs are being minimized by not consulting potential cus- tomers, then the organization builds whatever the engineers say is best. It is not the cost of the project that is the real concern, it...
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and the project planning itself will be matters of routine. This means the project core team will develop a detailed project plan where both key products and ser- vices for the project and key project milestones will be identified and scheduled.. Historical data from past projects will be used when developing those plans so that the team will believe the...
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The power wielded by a project office spans the spectrum from a sometimes weak- kneed project support office to the powerful concept of the chief project officer (Dins- more, 2001). Naturally, this ambiguous span of power raises questions in the minds of other stakeholders. For that reason, project office efforts may get shot down before they get off the ground—even...
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Change is often hard work, and the change is not seen as worth the effort. and know the “truth” of the situation, especially when grounded with solid evi- dence from the project management body of knowledge, that does not ensure that others in the organization will listen to or heed those words of wisdom. Review the list of obstacles to...
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78 Creating the Project Office. back off when the natural energy of the team is at work, and push back when they go off on tangents. Upon completion of the program, conduct similar celebrations at each remote site. Position the project office within the power base of the organization. Identifies the sources and roles of power in the organization. 80...
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a working session of the Top 500 Project Management Benchmarking Forum held in Milwaukee, Wisconsin, in 1996 (Toney, 2002). (The benchmarking forums are held two to four times a year under the coordination of Frank Toney, director of the Executive Initiative Institute, Scottsdale, Arizona. The sessions serve to gather information on best practices and stimulate an exchange of ideas on...
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The question “What was the greatest contribution to your project office suc- cess?” resulted in the responses: “competent project office professional staff ” (55 percent), and “senior management support” (51 percent).. Where is it all heading? What is the future for project offices? Authors Block and Frame say, “Project offices will continue to proliferate in organizations, as more and more...
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This chapter tells Bob Storeygard’s story of the project office evolution at 3M. He describes how they gathered and disseminated best practice information across the organization. He shares some of the methods used to communicate and spread the word about the project management process. The story describes how a grassroots approach can effectively harness internal support for the change and...
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Once the organization begins to regularly embrace and practice solid PM techniques and methods, the foundation is laid for further consideration or cre- ation of a project office. The office serves as a sustenance mechanism to keep the organization on track and moving forward as it continues to embrace PM ever more deeply.. The formation of a corporate support group...
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This chapter covers creative and flexible implementation of the change process, managing complexity in a turbulent environment, conducting effective start-ups, implementing project portfolio management, and working the plan. We describe the role of a project office to as- sist in a project prioritization process.. CONTACT: MANAGING THE CHANGE. A t this point the reader has read about the change process...
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Figure 6.2 provides valuable modern lessons for change agents.. It is possible that there will be unintended con- sequences to the proposed change, and these consequences may do more harm than good.. In the Yir Yoront example, dis- tributing axes directly to women and children contributed to the confusion of. Perhaps unknown to the missionaries, stone axes had gained a...
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The day before the meeting, the group manager reported a change in his travel plans abroad that prevented him from getting to the meeting. The group chartered a subteam to suggest categories and criteria for project selection. They ultimately labeled the categories as sustaining business, new business, and must-do projects.. New business came in at 30 percent and must-do at...
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This case illustrates the role of a project office with the project portfolio plus a start-up process for managing expansion into a new territory.. During the first four years, approximately R$70 billion (US$35 billion) was invested in the projects, with over 60 percent going toward improving the social welfare of the population and the remainder aimed at infrastructure projects. Of...