Expert advice from industry leaders

When businesses merge, they have the option of either choosing one service to stick to, or combining both operations so that they complement one another. The latter has been carried out to great effect by the PM-Partners group. Founded in 1996, PM Partners was a combination of three individual businesses. Each had a specific specialty:

Scrum Australia 2013 – Press Release Australia’s first Scrum conference to be held in April Monday Feb 25, Sydney The global Scrum Alliance in conjunction with Scrum Australia are proud to bring to Australia the highly interactive Scrum Gathering® experience as run around the world since 2004. Scrum Australia 2013 is a two day conference

Bias Driving Failure Approximately 70% of projects either fail or are delivered late. This figure is consistent with research by PM-Partners group and international bodies which identified cognitive biases and organisational issues being a key factor adversely impacting the production of accurate and reliable benefits forecasts and business cases. A cognitive bias is a pattern

It is common during times of economic downturn and uncertainty for businesses to reduce headcount in order to save money. Sound logic as workplace productivity typically increases during economic downturn. However the PMO can become challenged as under-staffed projects can lead to missed deliverables, costly delays or at worst, complete project failure. The reality of

Flawless execution of the wrong projects is more costly to a business than average execution of the right projects.  In order to provide the best possible value to an organisation, a PMO must ultimately operate from a strategic perspective. A strategic PMO is one that has a deep understanding of organisational strategies and goals gained

A Project Management Office (PMO) can be a complicated entity, and many organisations find that one of the largest issues that arises initially is the allocation of resources. Finding the right skills at the right time coupled with the optimal budget and number of people needed to establish a PMO is hard.  Resourcing a PMO

More projects than resources? Conflicting priorities from multiple initiatives? Poor visibility and no decision support? Project Portfolio Management (PPM) is becoming an accepted solution to these problems. A sophisticated PMO will have established PPM processes and ideally technology to automate and support this. A centralised approach provides a single reference point for project portfolio information

Organisational context and business requirements must determine the value of the PMO. As current conditions such as business climate, economic tension, complexity, lack of qualified Project Managers and project success change, so too must the service provided by the PMO. The PMO must be regularly re-evaluated to ensure its proposition continues to provide business value. The