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In our last episode we heard Terry Doerscher discuss the results of the Planview PMO 2.0 Survey Report.

So I decided this week to follow up with Terry. We discuss what PMO 2.0 means to him, where PMOs bring the biggest benefit to a company, whether they should be centralized or decentralized and we discuss the 8 functions which he says are the primary functions that a PMO should support: gathering Information, managing demand, perform analysis, coordinate collaborations, identify issues, manage capacity, provide processes & tools and deliver internal consulting.

Oh… and we also discuss PMO 1.0 and PMO 3.0

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In this episode we welcome Terry Doerscher, who is Planview's Chief Process Architect and we discuss the PMO 2.0 Survey Report that was released earlier this year. The survey was sent out in September of 2008 and it contains 455 responses from a diverse group of companies. It was a rather large survey that required a lot of patience from the respondents.

Questions in the survey focused on PMO performance, operational challenges, organizational challenges, and the organization's future plans. The most surprising result that Terry found was that the PMO had increased the scope of the service within the companies. It is no longer just a Project Management Office, but that they are now reaching out to broader involvement of resource and operations management throughout the complete organization.

In our last episode we announced the giveaway of 2 PM Lectures Leadership Challenges of Complex Projects. And the winners are: Joseph Horowitz (Premium Podcast Subscriber) and Mohammed Amin (Free Podcast Listener). Congratulations!

This episode is reserved for subscribers of the Premium Podcast. Learn how to subscribe to the Premium Podcast to access this interview...

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"Why on earth did you decide to write about failing on a project?" is the first question that we ask Leadership Expert Stan Levanduski in this interview on his essay "The Fine Art Of Failing... And Living To Tell About It". The essay is part of the book The Advantage of Leadership, which Stan co-authored.

Once we have this important question out of the way (and Stan's answer may surprise you), we discuss why we fail on our projects, how we normally react to such failures, why we need someone to blame, how to be proactive and most importantly how to recover from such a failure both professionally and personally.

We also continue to give away two copies of Stan's PM Lecture Leadership Challenges of Complex Projects. This is a 4.5 hour long, in-depth project leadership training for our subscribers. Listen in to learn how to participate.

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One major factor that is making a larger project more difficult to manage than a smaller project is complexity. On a larger project you will have a larger product scope, a more extensive budget, a more intricate project schedule and not least of it all also a lot more people. All of these add to your project’s complexity.

Stan Levanduski, PMP argues that the linear way of managing a small project does not scale up to a large project. Large projects have exponentially more complexity and therefore require a different, non-linear approach. He and I did a 4.5 hour long PM lecture on this topic and this interview gives you a glimpse into the complexity of complexity.

This discussion is based on Stan's PM Lecture Leadership Challenges of Complex Projects. We are giving away 2 copies of this 4.5 hour long, in-depth project leadership training to our listeners. So listen in and participate.

Stan is also the co-author of a book called The Advantage of Leaderhip.