Archive for the ‘ Project Maturity ’ Category

Lessons Learned In Establishing a Proect Management Office (PMO)

Posted on: March 12th, 2016 by Jim 3 Comments

I recently did a consulting assignment wherein I helped a well-known insurance company create a Project Management Office (PMO). I will likely have some more thoughts/posts on this down the road but I thought I’d share some lessons learned while they were fresh in my mind: Make sure you have a sponsor – A senior executive in the organization

The Use of Assessments in Gauging Project Manager Maturity (Part 1)

Posted on: September 2nd, 2014 by Jim

Increasing project manager maturity in your organization by using assessments In many organizations, there is no clear path to becoming a project manager. For as many companies as there are that have a path, there are those that do not. Team members are often assigned to be PM’s because of their availability or even because they are good at

Project Summit recording on project maturity/best practices

Posted on: May 6th, 2014 by Jim

I recently participated in a Project Summit wherein I spoke on the topic of assessing your project managers in a 360 for their perceived skill set. The long-term purpose of this (and of project health checks) is to improve the project maturity of your organization. Short-term it can assist in deciding what training and/or mentoring might be needed.

Project Manager Success Summit

Posted on: February 18th, 2014 by Jim 2 Comments

NOTE: The summit is over. But you should still be able to purchase audios of the presentations as below.       On Sunday April 27 at 2pm EST, I’ll be presenting at an exciting symposium called “Project Manager Success Summit.” It runs from April 25 – 27, 2014. It’s not “live” but is in fact

PMI study – Poor project performance leads to dramatically higher costs

Posted on: September 3rd, 2013 by Jim

The Project Management Institute published a paper (appears to be 2012) called, “PMI’s Pulse of the Profession: The High Cost of Low Performance.” The executive summary is this: “When organizations continue getting better at executing their projects and programs, they drive success. But when organization executives undervalue