This is the second in a series of articles designed to help you determine how well projects in your portfolio are being managed. Part one of this series provided three…
Jan Schiller
Jan Schiller
Jan Schiller, PMP, PSM1, FLMI, is a partner with Berkshire Consulting, LLC. She specializes in revealing the path from where an organization is to where they want to be. Over the past 30 years, Jan has been focused on linking strategy to results with project management in the financial services, investment, health, beverage, learning management and life sciences industries. She has helped her clients with the adoption of project management best practices; streamlining business processes; addressing regulations; achieving competitive advantage and much more. In addition to being quoted twice in PMNetwork Magazine, she's also discussed how to develop a PMO Project's scope statement on Phoenix Business RadioX (podcast). Jan writes about scope, portfolio management, methodologies, and PMO. See Jan's Articles
The secret skill every project portfolio manager should have
Ever wonder which project portfolio manager skill is essential? If you are a project portfolio manager (PPM), you are talented. PPMs must be objective, credible, multi-taskers, great with ambiguity, authentic,…
Donât let your scope definition gather dust!
Is your scope definition gathering dust? You have just been selected to manage that big, important corporate project. Now that youâve defined your projectâs scope, what do you do with…
Part 1: Are you managing your projects or just tracking them?
The word âtrackâ originated in the 15th century; usage of the word âtrackâ started to take off in the 1950s at a time when the world was recovering from many…
How to best define your projectâs footprint
You have just been selected to manage that big, important corporate project. You realize the projectâs charter is nowhere to be found. How do you go about defining your projectâs…
How to spot an old-school project manager
Want an elite project manager on your team? Can you recognize a project manager with the expertise and experience developed and refined by successfully, consistently, and predictably delivering complex results? …
18 Misconceptions that decrease PMOâs value
What is a PMO’s value? Find out about some misconceptions. Despite your best-laid plans, communications, and focus on delivering value, misconceptions about your project management office (PMO) can exist about…
Is your PMO sufficiently data-driven?
Most project management offices (PMOs) offer services to executives seeking to make informed decisions about the best approach to achieve their strategies. Project portfolio data makes that possible and improves…
Know what you want your PMO to be when it grows up
When it comes to setting up a PMO, what should it look like? If you want to know what your PMO will be when it grows up; you have to…
Avoiding common PMO pitfalls
Establishing and growing a project management office (PMO) requires all of your powers of observation. These five areas should have your PMOâs attention. Culture There are entire books, presentations, and…