Capacity planning is an exercise which serves strategic goals: the selection of ‘which initiatives & projects’ is a choice that must be made at C-level. This is where we deliberately differentiate between capacity planning and resource management, as these two concepts are not the same. As stated in the previous blog “5 pitfalls of capacity planning that you need to be aware of”, they serve different organizational goals and therefore provide different outputs, so cannot be confused, or used interchangeably. Below you find our capacity planning best practice approach.
"The only thing that is constant is change." - Heraclitus
Category: Portfolio management (Page 1 of 2)
Project Management Offices (PMOs) traditionally focus on implementing the organization’s projects as efficient as possible. This is changing. A Threon survey (2020) found that PMOs want to step up their game in the field of strategic portfolio management. More specifically, we notice a growing interest among our clients and the market to invest in a Strategy Realization Office (SRO). How you do this? And who to talk to? This blog tells you all about it!
Supply and demand imbalances in capacity management. They occur in every organization, but how you handle them differentiates your organization from others. This blog shows you 5 tips to proactively boost your in-house talent availability, because raising awareness among business owners or competence managers no longer hits the spot.
You have read our previous blog on the Strategy Realization Office. Maybe you even joined one of our #PortfolioFocus events. In that case, you know that when the organizational strategy is defined and projects are prioritized, the next challenge pops up. “Do you have the right and sufficient resources at hand to complete all planned projects in time, now and in the future?” (Long-term) capacity planning is a key portfolio issue for many organizations, and I think you might agree with me if I say that there are some general pitfalls that will always stick out. How to avoid them? And how can a Strategy Realization Office (slightly different from a PMO) help with this? Let us figure out in this blog!
Is your PMO facing increased demand, but is it not able to keep up with the strategic needs of the evolving organization? Is it constrained in its ability to pursue strategic enterprise objectives? Or does your company fall short in its potential, not because of bad strategies, but because of a struggle to implement good ones? If this is the case, a Strategy Realization Office (SRO) is your solution. With a Strategy Realization Office and a Project Management Office being very similar in their approach, there are subtle differences between their focus. In this blog we examine the differences and dive deeper into what value they add to your organization.
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A lot is written and talked about PMO’s, but how is it that there are still PMO’s that are not functioning properly? To get an answer to this question, you have to question when a PMO functions well and which value they bring to the organization.
A PMO can bring value in a lot of different areas, in this series of blogposts we focused on 15 PMO values we value highly.
In the previous posts (15 important values a PMO delivers (1/3) and 15 important values a PMO delivers (2/3)) in this series we talked about some numbers of a PMO and the first ten values. Continue reading here for the next and final five values in our series.
Thank you for staying tuned, and we hope you enjoyed the series of three blogposts outlining 15 important values a PMO delivers.
We wish you a merry Christmas and a happy and PMO-challenging 2021!
Continue readingA lot is written and talked about PMO’s, but how is it that there are still PMO’s that are not functioning properly? To get an answer to this question, you have to question when a PMO functions well and which value they bring to the organization.
A PMO can bring value in a lot of different areas, in this series of blogposts we focused on 15 PMO values we value highly.
In the previous post (15 important values a PMO delivers (1/3)) in this series we talked about some numbers of a PMO and the first five values. Continue reading here for the next five values in our series and stay tuned for the last five coming in next week!
Continue readingA lot is written and talked about PMO’s, but how is it that there are still PMO’s that are not functioning properly? To get an answer to this question, you have to question when a PMO functions well and which value they bring to the organization.
A PMO can bring value in a lot of different areas, in this series of blogposts we focused on 15 PMO values we value highly. We are releasing five additional values every week in the coming two weeks, stay tuned!
Some numbers
Did you know 31% of projects do not meet their goals and business intent? Companies fail or fall short of their potential not because of bad strategies, but because of a failure to implement good ones.
Did you know 41% of projects go over budget? Organizations in Europe waste an average of $131 million for every $1 billion spent on projects due to poor project performance.
Research on the impact of PMO’s shows :
✅ 43% improvement in aligning projects with organization’s objectives
✅ 27% improvement in customer satisfaction
✅ 33% improvement in projects delivered under budget
✅ 25% improvement in productivity
✅ 25% decrease in failed projects
You’ve set up the PMO to obtain better project results, right? But did you know 50% of project management offices close within 3 years?*
Being aware of the maturity of your PMO enables your organization to identify areas of improvement, while also establishing goals for where you want your PMO to be in the future. Successful PMOs are constantly being challenged to find the best way to ensure that their practices continuously fit organizational needs.
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Threon developed a benchmark study for PMO professionals who would like to know more about the latest trends among PMOs in Belgium. This study provides insight into the maturity level, challenges and growth ambitions of your PMO peers.
The results are based on 28 (Belgian) participants. They responded to an online survey with 10 questions on their PMO’s challenges and ambitions.
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