Topic: PMO

  • Last Post for PM411 For Awhile

    Last Post for PM411 For Awhile

    Last post for PM411 for awhile. My content will remain here so come back often. My Top Ten Posts are the previous ten……and don’t forget to visit www.lulu.com/workingtheplan for my books and articles on value selling large projects and innovative technology enablement.
    One more thing. Check out my daughter’s fashion and style blog at … More »

  • What IT Pros (AND C-levels) Should be Reading

    What IT Pros (AND C-levels) Should be Reading

    I read the summer reading guide for IT pros on CIO Insight. It reminded me of the days I worked for AT&T Solutions, an “insightful” consulting firm within AT&T that picked “futurizing” as it’s mantra. We couldn’t get out of the starting blocks because of all the “ideating” that was … More »

  • Continual Improvement Projects Require Excellent Governance

    Continual Improvement Projects Require Excellent Governance

    An older post on what governance boards want is garnering some attention this month. In it is a great example of a CEO dealing with HIS upper management: the board. It turns out that they didn’t want his detail financial analysis until they saw how a proposed acquisition linked with corporate … More »

  • New Beginnings Require Preparation, Preparation and More Preparation!

    New Beginnings Require Preparation, Preparation and More Preparation!

    Our b5media Theme Day focuses on Graduation – New Beginnings in a Challenging Economy led by Darlene at www.interviewchatter.com. Since my three daughters are in their “new beginnings” periods, I’m a sought after advisor. They are: 27 years old- just married and building fitness business, 25- radio show host of … More »

  • IT Led PMOs Create a Project Management Mess

    IT Led PMOs Create a Project Management Mess

    I have some great, reliable, commentors. One of them is Alan Wilensky. Commenting on my June 7th post ““Fewer, More Successful Projects”: The New HP” he gave one of his great personal examples of an IT organization run amuck. Here is his comment (edited by me) and my response:
    Alan W: … More »

  • Did the Fed Contribute to Poor Risk Management by Banks?

    Did the Fed Contribute to Poor Risk Management by Banks?

    CFO’s article on risk management brought up a fascinating point about how the Federal Reserve policies contributed to poor risk management in banks during the subprime mess. CFO makes a shaky link to Alan Greenspan’s role. Banks had been shedding, instead of managing, risk for years by passing it on … More »

  • Risk Management Problems Are Culture Problems

    Risk Management Problems Are Culture Problems

    “Risk was not integrated but split between a credit risk officer and a market risk officer, both of whom reported to the CFO, who then reported to the CEO. That may work at a place like Goldman, where decisions are made collectively among executives. But at a firm with a … More »

  • Risk Management: What Can We Learn from the Sub-Prime Crisis?

    Risk Management: What Can We Learn from the Sub-Prime Crisis?

    CFO magazine covered how poor risk-management techniques, and more importantly, organizational culture and structure, contributed to the subprime problems:
    “the inability to properly manage risk, and the failure of stress tests have so far resulted in global bank losses of $265 billion. With a few notable exceptions, bank CFOs seemed willfully … More »

  • Top 10 Views at Projectmanagement411.com for May 2008!

    Top 10 Views at Projectmanagement411.com for May 2008!

    Here are the top viewed posts for projectmanagement411.com for May 2008. Interesting that the first two are much older (2-3 months) but continue to be top vote getters. Everything from innovation to PMO governance boards. The recent series on collaborative innovation seems to be sparking some great interest- very much … More »

  • If You Don't Get Involved You Can't Make Change Happen

    If You Don't Get Involved You Can't Make Change Happen

    I’m realizing that I’m a focal point for all things “project” having to do with executing strategies and innovation. In other words, I usually read what I’m interested in on this topic and then pick and choose the best for YOU and put my slant on it. This is my … More »

  • Best CPG PMOs Are Driven by Marketing

    Best CPG PMOs Are Driven by Marketing

    Often the people who comment on my posts bring tremendous insights into how project management offices (PMOs) are deployed. Commenting on “Execution Is the Only Strategy That Customers See“, Lisa Koslow at koslowmarketing.com discussed how companies in the consumer packaged goods area focus on project management:
    Lisa- Completely agree, that a … More »

  • Facilitating Action Through a PMO

    Facilitating Action Through a PMO

    My post “Consulting Customers! Get Your Act Together” elicited some good response from Sensei at ActiveEngine and Miki at Leadership Turn. I lamented about companies who are unable to pull the trigger on the next phase of a valuable project. Miki appropriately focused on the business culture required to enable … More »

  • Customer Segmentation Applied to Talent Management

    Customer Segmentation Applied to Talent Management

    The “Making Talent a Strategic Priority” article in The McKinsey Quarterly referred to applying customer segmentation principles to designing different talent management approaches for segments of the workforce. This starts with recognizing that it’s more than just “top talent” that needs this kind of attention:
    “The impact of top talent on … More »

  • Are HR Projects Like IT Projects?

    Are HR Projects Like IT Projects?

    The McKinsey Quarterly article on “Making Talent a Strategic Priority” has spawned a lot of reaction on my part. One statement seemed to lay the talent management function firmly in the lap of HR:
    “Only HR can translate a business strategy into a detailed talent strategy: for instance, how many people … More »

  • Talent Management Projects: Are They An HR Function?

    Talent Management Projects: Are They An HR Function?

    The McKinsey Quarterly article on “Making Talent a Strategic Priority” conducted a survey of 98 business/HR leaders that yielded obstacles to effective talent management; it’s amazing how well these “obstacles” correlate with obstacles to any organization wide effort like project management and PMO processes- the top three were:
    1. Senior managers … More »