W wywiadzie tym, przeprowadzonym podczas PMO Symposium 2013 w San Diego, moje rozmówczynie opowiadają o powstaniu PMO w Infoway oraz
o swojej drodze do sukcesu – otrzymania prestiżowej nagrody PMO of the Year Award
2013. Dzielą się również swoimi doświadczeniami z budowy PMO, opowiadają o
kluczowych czynnikach, jakie zapewniły im sukces oraz o dobrych praktykach,
jakie radzą stosować przy tworzeniu i rozwijaniu biur zarządzania projektami.
Wspominają również o tym, jak doszło do startu w konkursie PMO of the Year i o
największych wyzwaniach z tym związanych.
Poniżej fragment wywiadu, zachęcam do zapoznania się z jego całością
oraz innymi artykułami w nowym numerze „Strefy PMI”. Kwartalnik niestety nie
jest jeszcze dostępny online, gdy tak się stanie - oczywiście go w tym miejscu
zalinkuję.
(...)
How would you describe the main value your PMO
provides to the organization?
Jane Holden: I think we bring value to several areas of the
organization but especially to the senior management. By having a process
framework in place, we increase the likelihood that our investments will be
successful. Our framework has built in enough structure and due diligence at
the beginning of the project lifecycle that we only let really qualified
projects get through that filter. So we’ve had very few project cancellations. Even on a project that was qualified, if the
risk profile is not looking good and we need to take some corrective action,
our reports and our processes flag that very early to senior management and
allow them time to take action.
During your presentation I’ve seen that you
show us some data comparing your project results to the results in the health
care industry and in IT generally, and it seems that your performance is pretty
good. What do you think is the main
factor for this success?
Jane Holden: I think there are a lot of factors. One is our
due diligence process which has very clear requirements about what constitutes
an acceptable project for investment. We are careful to make sure that we only
invest in projects that have really solid foundations. We also have detailed
investment program strategies which have to be approved by our Board of Directors,
so we’ve done a lot of research ahead of time to understand what are the right
investments for us. So we are not approving one-off projects - all our projects
are part of a unified program approach. Another factor in our success is our
responsibility to be very transparent. Because
we are publicly funded, we have to be transparent and accountable, and we are
subject to many audits. We also receive something called access to
information requests. I don’t know if you have this in Poland, but we certainly
do in Canada, where any member of the public can file a request to ask for
information about us. So we know that we
have a lot of eyes looking at us, so we make sure that we are very careful
about what we decide to invest in.
(...)
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