A series of six short video interviews with Mark A. Langley, CEO and President of the Project Management Institute, exploring the organisational competencies required to become a ‘project management champion’. 

The first of two posts covering the evolving role of the Project Management Office (PMO). Part 1 presents a typology of PMOs. Part 2 discusses the growing maturity and strategic role of PMOs as key enablers of change. Introduction As argued in previous blog posts in this series, the PMO is fast becoming the de facto organisational structure for standardising project managemen ...

Previous posts have highlighted the increasingly important role of the Project Management Office (PMO) as a key enabler of change. With successful transformation requiring effective, enterprise-wide project, programme and portfolio management, the PMO is fast becoming the de facto organisational structure for standardising project management best-practice, ensuring that projec ...

In a recent blog post, we summarised PMI’s 9th Pulse of the Profession Report 2017. One of the main conclusions of the report, based on a global survey of circa 4,000 project management professionals, senior executives and PMO directors, was the increasing use of Agile as a technique for managing projects. A full 71 percent of those surveyed claimed to be following agile appro ...

PMI’s 9th Pulse of the Profession Report provides an interesting overview of the state of project management in 2017 based on an extensive global survey covering 3,234 project management professionals, 200 senior executives and 510 PMO directors across a diverse range of industries Key findings include the following: Organisations are making good progress in their approach to ...

As a quick follow-up to our recent blog post on the growing importance of the PMO as a key enabler of change, new research from Fujitsu claims that organisations are losing substantial amounts of money on failed digital projects. While there is growing recognition of the need for digital change, the Digital Transformation PACT Report concludes that organisations worldwide are ...

As we move from the WHY to the HOW of organisational transformation, the Project Management Office (PMO) is emerging as a key driver of change. Successful transformation requires effective, enterprise-wide project, programme and portfolio management. The PMO is fast becoming the de facto organisational structure for standardising project management best-practice, ensuring that ...

Successful business transformation requires projects to be delivered on time, on budget, with agreed objectives being achieved. Given the complexities involved in managing multiple projects, Bridgeall are delighted to announce the official launch of our new Project Management Office (PMO) solution. Based on our own extensive experience of delivering ‘exceptional software assu ...