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Standing up the Portfolio Management Office (PfMO) Part 6 – Do you need a Results Management Office?

“A leader must have the courage to act against an expert's advice.” - James Callaghan “Never forget that only dead fish swim with the stream.” - Malcolm Muggeridge We are discussing the Results Management Office (RMO) and comparing that to the functions of a directive Portfolio Management Office (PfMO). This is part of a broader discussion in my series on how to stand up a PfMO. Because the topic of a RMO has come up in several questions, I thought it deserved a short discus

Are you a Chicken or a Pig?

A Pig and a Chicken are walking down the road. The Chicken says: "Hey Pig, I was thinking we should open a restaurant!" Pig replies: "Hmmmm, maybe, what would we call it?" The Chicken responds: "How about 'ham-n-eggs'?" The Pig thinks for a moment and says: "No thanks. I'd be committed, but you'd only be involved." I have been sharing that story for years at project kick off meetings to illustrate the levels of commitment in a project. The pig has skin in the game! The chic

Do I need a PMO? Or a PMO? Or a PMO??

It is fascinating that the PMO acronym can stand for such different things within the Project Management discipline. What does it stand for? Well, at least three things! PMO - Project Management Office PMO - Program Management Office PMO - Portfolio Management Office So what's the difference?? Let's start with the PMO (sorry - couldn't resist!), the Project Management Office. There is a lot of variation in how Project Management Offices actually "look" within organizations, b