Slavery Of The Black Spirit By Michael Craton - 1959 Words

Slavery in Anglo-America, the British West Indies and the United States, endured for hundreds of years. However, as time progressed, economic, and social realities gradually decreased the feasibility of the institution. Examining Michael Craton’s book, Testing the Chains, and other resources, we are able to see that although outright rebellion and violence were sometimes used by slaves, religion, politics, and anti-slavery propaganda, also worked to slacken the chains, leading to complete emancipation. While it would be perverse to say that the slaves freed themselves without help, as there is no doubt that whites played a large role, it is true that the perseverance of the black spirit ultimately resulted in freedom. Therefore, it can be concluded that it is through unrelenting counter-hegemony that the slaves freed themselves. Religion Although many Africans already practiced varying religions, a major moral justification for slavery was to provide religion to the so-called savages. While many slaves did in fact adopt Christianity, its teachings did not quite coincide with slavery. That is, slaves related to stories of triumph and overcoming the odds, using them as an example of their deserved freedom. For example, the famous story of â€Å"The Exodus,† where Moses, as directed by God, leads the Hebrews out slavery in Egypt, was often seen as direct Biblical anti-slavery sentiment. While religion was initially seen as an invaluable gift to be given to the savage slaves, it

Censorship Is A Violation Of Human Rights Essay - 3776 Words

Censorship has been used since the beginning of man’s history and is still prevalent in today’s modern world. First it is important to have an agreed upon definition of what censorship is. To give a basic definition of what censorship is: the control of the information and ideas circulated within a society. Many believe and argue that censorship is a violation of human rights which include freedom of express and speech. Those that argue this viewpoint also believe it is a government’s job to ensure the safety of their citizens the best way possible, which really contradicts with the concept and purpose of censorship. The best way to handle the situation of censorship during a time of war, in the United States, is to have the government release an outline to what is considered appropriate to be published to the public. Also have a committee overview the work of journalist reviewed before it is released and have the journalist sign an agreement to not break the cod e they must use to decide what information they can publish. The best way to handle the situation of internet censorship, in the United States, is to take a hands off approach and allow the internet to be freely accessed with no restraints by all those who choose to use it at their own risk. Throughout history censorship has been primarily used to effectively repress a person or group’s opinion about a certain subject. Censorship is not only used in radical nations that are ruled by a dictator such as North Korea,Show MoreRelatedHuman Rights Violations in China - Should Western Companies Continue to Do Business with China?1636 Words   |  7 PagesCommissioner for Human Rights (2010) claims that everyone is equally entitled to human rights without discrimination. 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However most people while surfing the internet have come across a censored page, or a website saying that this site has been â€Å"legally† blocked by the government. Censorship is defined as the suppression or prohibition of free speech by preventing a person from saying what they want to say. Typically in modern society, censorship takes place on the internet when certainRead More Media Censorship Essay examples662 Words   |  3 PagesMedia Censorship Today there is much controversy over whether there should or shouldn’t be censorship of the media. Censorship should not be imposed on citizens by the government or other agencies; adults have a right to view or listen to what they choose. Additionally, if children’s media is censored, parents are the ones who should monitor and regulate it. Parents should be the ones to monitor children’s viewing of television and also what they hear on the radio, CD’s, and tapes. CensorshipRead MoreEssay about Censorship1703 Words   |  7 Pages Censorship of Violence Why does anyone care if our society is aggressive? Does the kid who decides to fire a gun into his school do so because he watched Natural Born Killers? Is violence in our communities really causing anyone any abnormal amount of heartache? To the victims, and the families and friends of the victims, surely it does. Perhaps there are still some individuals who care just for the sake of caring, not because they are grieving a loss. But what does it all mean, and what isRead MoreMedia Censorship1427 Words   |  6 PagesApril 30, 2011 Media Censorship in the United States Censorship has existed for longer than we could ever imagine. One of the first acts of state sponsored censorship occurred in 399 B.C. when Socrates, was executed for the â€Å"supposed common good of the people† (Guarding Public Morality, 2010, p.1). Socrates was a teacher and a philosopher in ancient Greece. His teaching methods were controversial for the time, and he was charged with corrupting the youth and drawing them away from the Greek

Business Report on Elite Education Institute

Question: Describe about the Business Report on Elite Education Institute. Answer: Introduction: The Elite Education Institution is one of the most reputed names in the industry of learning management and training of the country. This is an institute that helps the students to attain specific learning and knowledge that they can use to attain better success in their professional lives. This institute has been in the market for the last 27 years (initiated in the year 1989 in Brisbane). The institute started as a centre that gave spoken English and computer crash courses to the students, from which the institute slowly diversified its genre of teaching and soon entered the field of management. In the current times the institute is providing ace and detailed courses on the domains of computers and IT, spoken English and also the vast arena of management. The authorities of the institute however are not happy the ways things have shaped up in the educational centre. They are looking for changes in the way things are being operated(Ee, 2016). It is in this context that I was appointed by the management of the institute as the consultant who shall provide recommendations for improving the operational pattern of this education centre. Body: I shall now highlight the current working pattern of the institute under various subheads. Along with the same I shall also make recommendations for future improvement. System and Processes: The institute is run on the basis of certain systems and processes. These processes and systems have been there since the inception of the institute and have not really met with many changes. This is seen in the way the attendance of the students are taken and calculated at the end of the session, the way examinations are conducted in the centres and also the classroom management techniques. The infrastructure nature of the institute etc also points out that adequate change for elevating the stature of the institute has not been done. My recommendation in this context would be to bring about a large percentage of modernization within the institute. The current processes or systems that are either being partially manually handled or fully manually handled must be brought under the regime of systems and processes that are run on the support of machines or ace quality technology. Attendance can be taken by the means of fingerprint recordings, examination halls can be monitored by CCTV cameras and the classroom can be supported by more IT related teaching gadgets. Teaching: We now come to the most important aspect of any education institute. The teaching faculty and infrastructure that earlier adhered by the classical concepts of addressing a classroom has also seen very little changes. The teachers make use of the blackboard for writing and instructing the students. This is a process that needs to be changed. The old teaching tools have to be replaced with the newer ones. In the current times digital whiteboards are brought into use. The management classes are increasingly making use of the projector and presentation screens to reach out to the students better. At the same time other technical support systems like Skype etc are being used where teachers even in a distant location can address the students of your classroom. This can help the students to gain better and wider insights into the subject. These new teaching methods can be adopted by Elite(Ee, 2016). Student Pastoral Care: The teachers of the institute have always been very much dedicated towards the needs of the students. In this context we see that the students have always received support for any problem they have had. However the teachers are more concerned with the academic problems of the students. Even the students often approach their teachers or particular academic problem. Other personal problems have never surfaced, nor are the teachers really instructed or even trained to take up any such issue of the students. However if the teachers in the coming days can aim at strengthening the entire character of the student rather than teaching them specific subjects it can do a world of difference to the students. This attitude on the part of the teachers can do wonders for the student teacher relationship. This in turn can help the teacher to guide the students better. Workplace Communication: Communication is clear and transparent in Elite Institute. The teachers have a good idea of the responsibilities that they are to carry out. In the same way the students are also clear about their courses and the time they shall get to finish the syllabus. However the management of the institute has a certain vision in mind at the time of instructing the teachers. The management of Elite is looking for a certain nature or quality of students passing out of the institute. These students shall be bright, confident, trained and ready to meet the challenges of the world of employment. It is with this vision that the management often sketches the plans and programs of teaching. This vision if shared with the students, then they can be better motivated in their educational courses(Lombardo, 2015). Staff Management: In terms of staff management the authorities at Elite are clear about the standards that are to be maintained at the time of recruitment. They are very clear about the kind of teachers they require. These standards are maintained at the time of recruitment. However this same sincerity is not shown in the aspect of further training the recruited teachers. In this pretext I shall propose well laid out training plans and strategies that can be made for the teachers and the other staff of the institute. This process as a whole can help to improve the overall operational standards of the institute. Conflict Resolution: As a learning management and training institute, Elite is supposed to conduct campus interviews that shall help the students to gain employment offers. This is the core area of conflict. Often this conflict occurs between the management and the students as the latter is not happy with the quality of the process. In the past such conflicts had remain unresolved where the management of Elite and the students did not reach any understanding. This year I feel that the committee that conducts the campus interviews must have at least three representatives from the students. This can help the students also understand the difficulties and the challenges that are faced by the campus interview committee(Ee, 2016). Rationality for the Recommendations: The main rationality behind the recommendations is to bring a certain modernity and amicability within the operational standards of the company. Elite is an institute that has been in the market for more than two decades. It has seen a transition in times where text books have been replace d by computers and the computers have been replaced by laptops and the laptops now have been replaced by other devices such as I pads and smart phones. Similarly other changes have also crept in. The systems and processes must be more technology oriented rather than person driven, the teaching styles also must be more technology printed so that the present generation can be interested and involved. Development of the organizational staff shall be the last straw that can bring complete success to the institute and can create a new position of dominance for the institute in the market. References: Ee, 2016. Elite Education Institute. [Online] Available at: https://ee.edu.au/ [Accessed 19 October 2016]. Ee, 2016. Elite Education Instute. [Online] Available at: https://ee.edu.au/elearning/moodle/ [Accessed 19 October 2016]. Lombardo, J., 2015. Workplace Communication: Importance, Strategies Examples. [Online] Available at: https://study.com/academy/lesson/workplace-communication-importance-strategies-examples.html [Accessed 20 October 2016].

Pmo Presentation free essay sample

Dzingwa Madzima June 2010 1 Overview †¢ †¢ †¢ †¢ †¢ †¢ †¢ The What and Why of PMO’s Starting a PMO Types of PMO’s PMO Roles and Responsibilities Executive Buy-In PMO Best Practices Telecel Zimbabwe PMO 2 The What and Why of PMO’s 3 Enhancing Your Bottom Line By Investing In Better Project Management Increasing Throughput Rate Strengthening the weakest link Achieving higher customer satisfaction Identifying the bottlenecks Reducing the program delivery interval Becoming the service provider of choice 4 What Is a PMO Exactly? 9% of respondents said PMO means project management office; 12% said it means program management office. Study by Brian Hobbs PMP and Monique Aubry â€Å"An organizational unit to centralize and coordinate the management of projects under its domain. A PMO oversees the management of projects, programs or a combination of both. † A Guide to the Project Management Body of Knowledge (PMBOK ® guide), Thi rd Edition  © 2004, p. 17 In each organization, the definition of a PMO may vary in name and by function, but it essentially centralizes, coordinates and oversees the management of projects and programs. We will write a custom essay sample on Pmo Presentation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Article by Bud Baker, Ph. D. PMI Network, June 2007 5 The Project Management Office (PMO) A PMO is a centralized organization dedicated to improving the practice and results of project management. †¢ †¢ Some PMO initiatives are minimal, involving part-time staff. †¢ Other initiatives involve huge infrastructure, with rigid centralized planning, control and methodology. †¢ An organizational entity created to assist project managers in achieving project goals. †¢ A PMO is a group of people with a mission to support project managers in the successful launch, implementation, and completion of projects. Provides an opportunity for project managers to develop professionally more quickly than most could ever hope, if they were working isolated from one another. 6 PMO Responsibilities 7 What Benefits Does a PMO Offer? The most important service of a PMO is to provide qualified project managers to an organization†¦ †¢ PMO’s are/can†¦ ? Making ava ilable qualified †¢ If a PMO is not used†¦ project managers ? Provide support personnel to assist project managers ? Allow project managers to pool their skills and knowledge ? Help project managers to develop professionally ? Recommended for organizations with many project managers ? Provide consulting-type services and products to its constituency y With several projects under way, project managers are probably not learning from one another y PM’s are probably not sharing best practices y PM’s are not challenged to continuously improve their skills y Project managers can be overtly influenced by line managers y Project managers scattered across an organization with no common bond are significantly handicapped 8 Starting a PMO 9 Key Considerations †¢ †¢ †¢ †¢ †¢ †¢ PMO charter Culture change Implementation strategy Staffing Metrics/Performance Success factors Maturity of Project Management Practices PMO Charter †¢ Charter Scope – Business Needs – Sponsor – PM Maturity †¢ Charter Document – – – – – – Mission/Vision Goals/Objectives Sponsor Service Offering PMO Governance Key Performance Metr ics PMO Culture Change †¢ Natural resistance to change †¢ Political landscape †¢ Degree of cultural change – – – – – – – – PM maturity PMO charter Existing skill level Key driver implementation strategy Assess impact of change Inform Educate Involve – Winners/Losers – Management Support Change Management PMO Implementation Strategies †¢ Strategy drivers – PMO charter – PM maturity – Sponsor and management support – PMO drivers – Perception of value – Political environment – Culture/Value System Evolutionary/Incremental – Lower implementation risks – Lower start up costs – Will take longer to demonstrate ROI – More suitable if high resistance to change and low management support Revolutionary/Wholesale – Higher implementation risks – Higher startup costs – May be able to demonstrate ROI quicker â⠂¬â€œ More suitable if crisis or recognition at high level that change is imperative †¢ Success Factors †¢ Clear Charter – Creates clear expectations – Defines boundaries for implementation †¢ †¢ †¢ †¢ †¢ Top-Down Support Bottoms up Buy-in Sponsor Reporting to senior executive Strong LOB representation Communication/PR – Promotion of services – Education of value – Performance metrics that demonstrate business and customer value Starting a PMO FACTS O Executives must deliver in two key areas — ongoing operational results and improvement efforts. O Functional managers are continuously evaluated by senior anagement, peers, and subordinates for their ability to make things happen quickly. O Many projects involve multiple departments and functional areas. O Each organizational unit has its own language, its own standards, its own project management techniques or lack thereof. O No wonder so many central projec t management coordination units have sprung up in the last few years. 15 Starting a PMO PMO Requirements: u PMO value must be measurable to become sustainable. u If you cannot measure, you cannot control and if you cannot control, you cannot manage. The PMO must be aligned with the interests and goals of the organization to sustain itself. †¢ A PMO has responsibility for educating the organization it serves about its benefits it brings to projects †¢ A PMO must create and track metrics to show the results of its contributions †¢ A PMO should survey its customers routinely to verify it is adding value †¢ The PMO should focus on portfolio management of: uProject investments uResources uAssets uStrategic objectives 16 Types of PMO’s 17 Current PMO and Advanced Models Traditional PMO Focus mostly on tactical issues Science of project management Views organization as a complex machine Emphasis on monitoring and control Provides tools similar to a precise map to follow Internal process focused Process driven Standard (heavy) methods and practices Based on rules; follow rules Defined, repeatable, managed and optimized practices Focus on efficiency Process leadership Heavy management and governance Next Generation PMO Focus on strategic and cultural issues Art and craft of project management Views organization as a complex ecology Emphasis on collaboration Provides tools similar to a compass that show the direction Focus on end products, customers and outcomes Business driven Adaptable and flexible (agile) methods and practices Based on guiding principles; follow rules and improvise if needed Adaptive and innovative practices Focus on effectiveness and innovation Thought leadership Balanced management, governance and leadership Table courtesy of J. Du ggal, Projectize Group, http://www. projectize. com. 18 What Does a PMO Look Like? u Typical starting point for a PMO can be three project managers, a team leader, and five team members (also called PMO support personnel). Reporting View of a Small Project Management Office u PMO Project Starter Services†¦ †¢ Provide well-trained and competent project managers to run key projects. †¢ Provide project management consulting. †¢ Review contract proposals from vendors. †¢ Sponsor project management education. †¢ Develop, document, and maintain project management best practices. †¢ Conduct project culture training. †¢ Perform project reviews. †¢ Perform post-project reviews. †¢ Ensure that new projects apply lessons learned. 9 PMO Models Early on in PMO history, the Gartner Group identified three PMO models as flourishing: †¢ Project Repository Model† †¢ Project Coach Model †¢ Enterprise PMO Model There is a fourth model, called the Deliver Value Now Model, that should not b e ignored. 20 PROJECT REPOSITORY MODEL PROJECT REPOSITORY MODEL PMO serves as a source of information on project methodology and standards. l Assumes the enterprise has embraced a cohesive set of tools for project design, management, and reporting. l Occurs most often in organizations that empower distributed, businesscentric project ownership or with weak central-governance. l l BENEFITS Data gap identification l Incremental risk management control as projects initiate and mature in the development cycle l Bottleneck identification for all projects l Raising the bar for delivery goodness 21 PROJECT COACHING MODEL PROJECT COACHING MODEL Assumes a willingness to share some project management practices across functions and uses the PMO to coordinate the communication. l Best practices are documented and shared and project performance is monitored actively. l Results are used to raise enterprise performance and train inefficient or new project managers. l l BENEFITS Acts as trainer l Consultant or mentor l Source of information on project processes l Often helps in project setup and postproject reviews 22 ENTERPRISE PMO MODEL ENTERPRISE PMO MODEL The most permanent, consolidated, organizational model and concentrates project management within the PMO. l The mission of the EPMO implies direct management or oversight of projects. l All project managers are staffed within the shared service and consigned to projects as needed. l The EPMO acts as a contracted project manager, assessing scope, allocating resources and verifying time, budget, risk, and impact assumptions. l l BENEFITS Many firms have since learned that a consultative approach aimed at increasing project throughput and reducing project durations requires teamwork between the EPMO and the project teams. l The idea of a PMO owning the project managers has some significant potential negative effects. The project management expertise and standards may not filter through to functional areas. l When significant portions of the projects are part of one functional area, that functional area may not feel as committed. 23 DELIVER VALUE NOW MODEL DELIVER VALUE NOW MODEL Puts o rganization goals first. l Improvements in PM methodology are viewed as a means to an end, and not the end in itself. l A holistic approach, embracing methods, skills and strategy that views project management as one piece of a bigger puzzle. l Enables consistent motivation for the entire organization to seek out accelerated project deliveries. l A stronger, more balanced project portfolio and better project performance. l l BENEFITS A strong, well-balanced project portfolio that identifies up-to-date project workload, sponsorship, tactical progress, health status and current data gaps. l A monthly plan and forecast that identifies portfolio opportunities and threats, top issues and risks, projects over/under budget summary. l A project prioritization model for all portfolio projects based on ability to form a Governance Board to direct model creation. l Governance Board setup and/or modification enables the force-ranking of the portfolio of projects. l Project management training, coaching, and mentoring based on need. 24 DETERMINING THE PMO MODEL FOR YOUR ORGANIZATION Questions you should ask†¦ 1. Who will initially be the main customers of the PMO? 2. What is the maturity level of the project management community? 3. How well does the Executive Team work together for the good of the enterprise? 4. Where is the greatest pain? 5. Will the PMO be able to deal with the intensity of missed delivery expectations from the executives and all of its implications? 6. Will the PMO be able to rescue troubled projects critical to the business? What if it cannot? 7. Will the PMO be funded sufficiently and supported by the executives to meet the value opportunities and threats? 25 PMO Roles and Responsibilities 26 PMO Roles and Responsibilities PMO EXECUTIVE PROJECT PORTFOLIO MANAGER PROJECT MANAGEMENT MENTOR PROJECT MANAGEMENT TOOL MENTOR RESOURCE PORTFOLIO MANAGER HELP DESK SPECIALISTS METHODOLOGY SPECIALIST DATA ADMINISTRATOR PROJECT MANAGEMENT TRAINER 27 PMO Services Overview †¢ As a PMO begins to define its objectives, it needs to consider what services it will provide to meet those objectives. †¢ It must also assess when in its implementation schedule it will provide these services. †¢ The services that are required dictate the various roles and responsibilities. †¢ Each service provided will require some level of staff support. 28 Most large-scale transformation programs do not succeed, mainly driven by inadequate governance and poor planning Large Programs Success Rates Why Projects / Programs Fail Others Technical Problems Successful 16% 11% 4% 4% 36% Problems with Suppliers Insufficient Project Personnel Resources Poor Organization and Project Management Practices 10% 53% 31% 15% 20% Cancelled Under Perform Ineffective Project Planning Poorly Defined or Missing Project Objectives Source: Standish Group International, Survey from 2500 personnel attending project management training A Program Management Office (PMO) can effectively help address these challenges†¦ PMO Challenges Benefits Benefits of PMO 4 Identifies gaps in realization of strategic objectives 4 Escalates current risks and identifies potential risks earlier 4 Ensures proper communications to relevant stakeholders 4 Improves monitoring and ontrol of projects 4 Mediates issue resolution 4 Increases efficiency in tracking progress of projects 4 Integrates project plans for all projects – Standardizes progress reporting Examples of Challenges 4 Project mission and tasks are poorly defined 4 Lack of a clear process for escalating risks to senior management 4 Insufficient reporting to support top-management decisions 4 Ineffective enforcement of project controls and policies 4 Conflict between line, project managers 4 Projects do not meet deadlines / milestones 4 Lack of standardized reports and reporting frameworks for all projects Fragmented project plans †¦and can accelerate progress, increase value, and reduce risk of failure Value of an Effective Efficient PMO Value ($) Efficient Program Management Office Value 2: Delivers Incremental Value Traditional Program Management Implementation Planning Set-up Validation Detailing, Planning Assessment Concept Development Time Value 3: Reduces Risk of Failure Value 1: Accelerates Progress A PMO would be initiated through five key steps leading to the first PMO session and the kick-off of Implementation PMO Set-up Process 1 Nominate and Confirm PMO Team 1. Nominate and confirm PMO team: 4 Identify, nominate and obtain approval for the PMO leadership from senior management 2. Setup PMO: 4 Determine relevant stakeholders, and/or external participants and structure PMO appropriately 4 Communicate key interested parties’ required involvement and PMO expectations 4 Engage all relevant key interested parties to get buy-in on program objectives and approach 3. Prepare tools, processes and templates: 4 Prepare all required tools, processes and templates 4 Distribute templates and reports for PMO meetings 4 Prepare project reporting, issue management, change management, and planning and communication management processes 4. Develop PMO master plan: 4 Obtain detailed required changes documents 4 Conduct interviews, meetings, and workshops with key interested parties regarding telework initiatives 4 Prioritize telework initiatives and conduct high-level review of any dependencies, overlaps, and issues 4 Consolidate tentative telework initiative project plans into a consolidated master plan 5. Conduct first PMO session: 4 Confirm logistics and communicate timing and agenda of first PMO session 4 Discuss issues, dependencies, project plan recommendations, role of PMO going forward 4 Distribute program-related process information 2 Set-up PMO 3 Prepare Tools, Processes Templates 4 Develop PMO Master Plan 5 Conduct First PMO Session During the PMO lifecycle, nine functions will help ensure success of the various implementation and transformation initiatives Continuous Program Management Functions 1. Progress Tracking and Reporting: Track milestones and deliverables for each project: – Reject project plans if they do not conform with PMO standards and required level of details – Identify and coordinate program critical path changes throughout projects 2. Communication Management: Communicate relevant messages to all key interested parties 3. Resource Management: Identify potential resource bottlenecks, unique requirements, contingencies and plan accordingly 4. Issue Management: Establish and maintain standards for issue categorization and resolution according to issue severity and facilitate resolution 5. Risk Management: Pro-actively identify and quantify potential risks (e. g. , financial, resource, technical) Establish and maintain quality assurance standards, procedures and schedule compliance / assurance reviews 6. Quality Assurance: Provide criteria in selecting contractors during the RFP process 7. Change Management: Establish and maintain a standard process for receiving, testing and approving changes to program scope 8. Business Alignment: Assess the fit and identify gaps between business needs and processes with the proposed solution 9. Technology Alignment: Assess the fit of proposed technologies with current or planned environment / infrastructure Change Management 7 Business Alignment Technology Alignment 9 8 Quality Assurance 6 Risk Management 5 LTO Program Management 2 4 3 1 Progress Tracking Reporting Communication Management Issue Management Resource Management Continuous Cycle of Direction, Validation and Adjustments To Accelerate Delivery Direction Governance Review Leadership Enterprise Strategy Business Unit Strategy Governance Review Leadership Feedback Prioritization Feedback Project Managers PMO Feedback Q/A Project Status Reports, Time Sheets, Project Schedules 34 The PMO Managing the Total Portfolio Business Strategy Management Project Management Office Management Plan and Execute Validate and Adjust Project Portfolio Resource Portfolio Application Portfolio 35 Executive Buy-In 36 Executive Buy-in of The PMO Executives will embrace a PMO that dramatically increases the probability of meeting their goals. A PMO must deliver on its promise through four major processes: Choosing the right project mix — a new way of strategic planning u Linking the executive teams strategies to current and planned projects u Managing the project portfolio correctly u Measuring the PMO to tangibly improve project performance relative to the execu tives strategic goals A PMO must be able to help executives with execution of strategy, as determined by the project mix and flow, or the PMO will not achieve sufficient level of value to sustain itself. 37 Executives Embrace a PMO If†¦ †¢ CHARACTERISTICS OF A PMO THAT EXECUTIVES WILL EMBRACE: ? Executives will perceive value if the PMO helps the executives meet the goals on which they are measured ? It must drive more projects through completion, without correspondingly increasing resources ? Projects must be completed in drastically shorter times ? The impact of the PMO is clearly felt on both the top and bottom lines of the organization (even in not-for-profit organizations) ? Executives and managers throughout the organization feel that they are getting benefit out of the PMO 38 PMO Best Practices 39 Elements of An Effective PMO q The Right People q The Right Tools q The Right Data q AVOIDS: The Wrong Result The Right People †¢ Include people from the The Right Tools †¢ PMOs may purchase The Right Data †¢ To improve, project delivery must be measureable. †¢ This process is often accomplished with project status reports. †¢ The PMO must diagnose system problems to help solve them. supply side and market side of the organization. A PMO requires skills in marketing and communications. †¢ The PMO should cover multiple disciplines. Enterprise Project Management (EPM) tools †¢ With low project management maturity, sophisticated tools meet heavy resistance. †¢ PMOs without a marketing plan to gain strong buy-in on tool usage are doomed. 40 THE WRONG RESULT — WHY PMO IMPLEMENTATIONS FAIL†¦ yThe PMO did not define its value proposition. yThe PMO is not perceived as impacting project delivery abilities. yThe PMO is seen as a threat — most often too authoritative. y The PMO does not have buy-in from the senior management. yThe PMO is too low in the management reporting. y Project Management Overhead — the bad PMO acronym. The PMO is micromanaging — trying to control every project directly. 41 Some Final Thoughts on starting a PMO†¦ C C C C C C C In todays economy, more value is needed now. Establishing a PMO that brings recognized value in the first six months of its existence is critical. Recommend you go beyond the original models. As you plan the PMO implementation, seriously consider establishing visible value to senior management from the getgo. Go after the low-hanging fruit that helps everyone win and the PMO will be on its way. A void being perceived as sitting in the Ivory Tower of Project Management Excellence. Build a PMO that will Deliver Value Now. 42