All organisations have constraints on how many (and how well) they can do projects. PMO constraints management is required when:
- the volume of projects is such that no overall view is known
- projects decisions are made in isolation but draw on a common pool of resources, funds and impact the same business areas
- management need/want an overall view of ‘what’s happening’ and the future implications.
- Demand forecast accuracy
- Progress reporting ease of understanding, accuracy, timeliness and relevance including identification of the key issues/trends for management
- Total value delivered versus business case/approved plans
- Investment portfolio status and profile — plus trends over time
- Future resource needs visibility/analysis.
Further support and useful tools to help you manage your investments, projects and portfolio are available from valuedeliverymanagement.com .
For the previous series by Jed Simms visit "PMO: What’s in a name?".
Jed Simms is CIO magazine's project management columnist. Simms, founder of projects and benefits delivery research firm Capability Management, is also the developer of specialised project management and project governance Web site valuedeliverymanagement.com
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