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.
Stories from a Chartered Project Professional Team
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.
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.
Our tool, PM3, is an intuitive tool and our mission is to improve project and programme success. Implementing PM3 is one part of this mission. This blog looks at the 5 things I wish I’d known before we started implementing PM3 at clients.
A theme of some of my blogs has been the focus on outcomes and why this focus is critical to deliver what an organisation actually wants. Too often the overall desired business outcome is agreed, but it then morphs into a different project outcome focused instead on delivering outputs.
Whether it is new ranges, POS roll-outs, staff training or store refits, the level of change in retail is increasing. Retail is a very competitive landscape and we have seen high-profile retailers come unstuck by a lack of investment in stores or poor implementation of change in stores.
Retailers cannot do everything that they would want so they must prioritise the projects and activities that they want to invest in. This is a normal process in the budgeting and planning cycles. What is not often considered, however, is the phasing and timing of these activities and projects.
It’s not just a case of managing the pace of change in stores, but also while the change is being implemented, making sure the stores can operate effectively and are not overwhelmed by too much change.
Change initiatives can be costly and they are usually designed to improve performance so it is important that they are implemented successfully and as efficiently as possible. So why is this like air traffic control?