Project management audio blog featuring monthly interviews with the most seasoned and recognized practitioners, thought leaders, project managers, and executives on industry-specific business problems to help C-level executives achieve success.
As PMOs have evolved and matured, they have augmented their competencies to include things like vendor management and risk management in their portfolio of processes. Additionally, they have developed skills and capabilities to handle complex project situations and balance project portfolios in the face of ever changing organizational and business environments. Many PMOs have now reached a point where an increase in performance means “Just work harder”.
But given the implementation of process improvements, best practices, etc., PMOs are facing barriers to improvement. Organizational dynamics and organizational effectiveness may represent an untapped opportunity for PMOs to enhance performance.
In this episode, I’m sitting down with my friend and colleague, Mel Bost, to discuss the relationships among PMO structure, behavior, and performance.
We invite you to answer this question: Do you think PMO structure influences behavior which in turn drives performance? Let us know your thoughts at pmwarstories[at]gmail[dot]com.
Music Notes 1. The opening of the show – “Perspectives” 2. The closing of the show – “Lazy Day”
Thank you for joining us for the fifth podcast in our series on project management offices. Today we are examining how to set up and maintain strategic management offices to provide the necessary alignment between tactical operational activities and the strategic objectives of small and medium enterprises. To do this, Wayne Thompson is sitting down with his friend and colleague, Michael Kamel, for part two of the two part series on strategic management offices.
Michael Kamel has over a decade of experience in engineering and project management. Currently he works as a Senior Manager in Strategy & Operations at Deloitte where his practice covers the domains of strategic planning, strategy deployment, innovation strategy and project management. Recently he was named President Ex-Officio of PMI Montreal. Today he will be sharing his insights and war stories on aligning operational activities with strategic planning in small and medium organizations.
We would also like to announce our newest partner – The PDU podcast.
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Music Notes
1.The
opening of the show – “Torn Jeans”
2.Interview
with the industry insider – “Sideman Strut”
Small and medium enterprises (SME) typically are lean, agile
organizations. On one hand, functional managers of SMEs often wear multiple
hats and are focused on executing the day-to-day operations to ensure their
organization’s survival. On the other hand, the executives of SMEs are charged
with creating a strategic vision and executing on that vision to ensure the
long-term viability of the organization. And oh by the way depending on the
size of the organization, the executives may also be working in the trenches as
well to maximize the chances to achieve success.
Like their larger brethren, success requires SMEs to be able to not only
articulate the strategic goals of the organization, but also to capture and
implement them at all levels of the enterprise to ensure that all projects, not
matter how small or large, are aligned to the enterprise’s overall strategy.
The lack of a middle management layer in SMEs, however, often means that there
is no one in the organization to help translate the vision of the executives
into operational terms so that the entire enterprise and all of its projects
(i.e., tactical activities) are working in concert to achieve the same common
set of goals.
Strategic management offices (SMO) represent one approach to help SMEs
align their tactical operations with their strategic planning, bridging the gap
between the operations management and the executive suite while optimizing
resource management and minimizing waste.
In this episode, we will examine what makes strategy implementation so
difficult in SMEs, what is an SMO, and how does an SMO differ from a project management
office (PMO).
To do this, Wayne Thompson sits down with his friend and colleague, Michael Kamel,
for a two part interview on strategic management offices.
Michael
has over a decade of experience in engineering and project management. Currently
he works as a Senior Manager in Strategy & Operations at Deloitte where his
practice covers the domains of strategic planning, strategy deployment,
innovation strategy and project management. Recently he was named President
Ex-Officio of PMI Montreal. Today he will be sharing his
insights and war stories on aligning operational activities with strategic
planning in small and medium enterprises.
Music Notes
1.The
opening of the show – “Pursuit”
2.Interview
with the industry insider – “Sprightly”
