Stories from a Chartered Project Professional Team

Blog

Top 3 Reports for Your Steering Committee

The Portfolio Management Office (PMO) will often need to produce a set of reports for a programme board or steering committees. The reports may be produced by the programme director or portfolio manager but typically the PMO will help produce these reports. This blog describes the top 3 reports from PM3, our preferred PPM tool, that our clients use for these steering committees. There can never be a one size fits all, but reviewing the report usage from our PM3 tool, there are three reports that are heavily used for presentation to senior management in various committees.

Read More »
Blog

Beware the watermelon project!

At The Project Bureau, if we are asked to review projects and programmes. We have a structured approach that reviews artefacts: project plans, risk registers, progress reports, etc and interviews team members and various stakeholders. Sometimes we come across a project that is green on all RAG indicators and has always been green. These projects I call watermelon projects as they are often green on the outside but very red on the inside as you look under the outer shell. So, in these situations, I am skeptical about the veracity of the governance reports and the true state of the project. In my experience, a permanent green RAG status is the exception and not the norm; it can also be a symptom of a serious problem.

Read More »
Blog

Unlock the Power of the PMO

After Covid-19, organisations will need to reconfigure and work out how best to survive and thrive in the world or the ‘new normal’. Projects will be axed, and some new ones will be launched; probably cost reduction or recovery programmes. It is easy to cut projects and functions, but it is harder to work out what to invest in for the future and which projects need to continue. There will also be a call to cut that perceived overhead function, the Portfolio Management Office (PMO). In most cases this would be a short-sighted mistake as the PMO should be the powerhouse that advises senior management on what projects to kill and what to continue. It also has the power to ensure important projects and programmes are being run effectively and will deliver the required organisational outcomes.

Read More »