CWO® Project, Program and Portfolio Management Services

Project Management

Project Management

For 20 years, PM Solutions has been a well-known leader in helping business leaders drive performance and operational efficiency, bringing its clients the expertise and tools needed to help create and sustain organizational success. Our Leadership has been a Certified PMP® for more than 12-Years with a wide range of business and IT experience implementing highly visible solutions in the small to large organizations both public and private entities.  


We only use PMI PMP® Certified individuals in supporting your Project Management activities.  From managing individual projects to implementing project management processes we have a long history of success. 

The Role of the Project Management

 From the Harvard Business Review the role of the Project Manager: 

"The project manager identifies the central problem to solve and determines, with input from the sponsor and stakeholders, how to tackle it: what the project’s objectives and scope will be and which activities will deliver the desired results. He then plans and schedules tasks, oversees day-to-day execution, and monitors progress until he evaluates performance, brings the project to a close, and captures the lessons learned. The project manager receives authority from the sponsor. In many respects, he’s like a traditional manager because he must:

  • Provide a framework for the project’s activities
  • Identify needed resources
  • Negotiate with higher authorities
  • Recruit effective participants
  • Set milestones
  • Coordinate activities
  • Keep the vision clear and the work on track
  • Make sure everyone on the team contributes and benefits
  • Mediate conflicts
  • Make sure project goals are delivered on time and on budget


[As a] Team Leader


The project manager wears both hats. The team leader cannot act like the boss and still obtain the benefits of team-based work. Instead, he must adopt the following important roles:

  • Initiator:  Rather than tell people what to do, the leader draws attention to actions that must be taken for team goals to be met.
  • Model:  He uses his own behavior to shape others’ performance—by starting meetings on time, for example, and following through on between meeting assignments. Leaders often rely heavily on this tactic, since they typically cannot use promotions, compensation, or threats of dismissal to influence team members.
  • Negotiator:  He gets what he needs from resource providers by framing the project as mutually beneficial.
  • Listener:  He gathers from the environment signal of impending trouble, employee discontent, and opportunities for gain.
  • Coach:  He finds ways to help team members maximize their potential and achieve agreed-upon goals. Coaching opportunities are abundant within teams because the skills members eventually need are often ones they don’t already have.
  • Working Member: In addition to providing direction, the leader must do a share of the work, particularly in areas where he has special competence. Ideally, he should also take on one or two of the unpleasant or unexciting jobs that no one else wants to do."

Project Management Value Add

From the Project Management Institute


The Value of Project Management

Program Management

CWO provides coaching services in the area of project and Program Management, in organizations that have lack of skilled Project/Program resources. We can take on the project management of a project / program or a number of workstreams within the project or assist the current Project/Program Managers with the management of their projects, providing required guidance and advices. 


To achieve consistently effective results, 


CWO uses experienced Project/Program management management, underpinned by well established methodologies that have been distilled from two decades of experience gained across the globe.


Our methodologies are scaleable, structured and flexible and may be applied to new, existing or problematic projects or programs. Adopting our approach makes the defining, planning, and controlling of projects and programs a repeatable, consistent, and successful process.

Portfolio Management

Project Portfolio Management (PPM) is a formal approach to orchestrate, prioritize, and analyze the potential value from a set of projects. An organization that employs project portfolio management centralizes the identification, prioritization, authorization, and management of projects within a portfolio.


CWO® supports your organizations by developing portfolio managers, whether they are title or action as "Portfolio Managers" by supporting them in their responsibilities for managing and leveraging the life cycle of investments, initiatives, programs, projects, and outcomes to optimally achieve enterprise goals and objectives.  Our expertise in:


  • The Centralization of projects
  • Project alignment and prioritization
  • Real-time analytics to measure and manage projects and resources
  • Resource management and capacity planning
  • Time tracking
  • Project financial management
  • Intake and demand management
  • Integrated Gantt charts
  • Visibility into all types of work – agile, collaborative, iterative, project
  • Predictive portfolio analysis
  • Investment planning and portfolio/program level financial management
  • Strategic planning
  • Roadmapping
  • Program management
  • What-if scenario planning

Project Management Office - Solutions

The Project Management Office

The Project Management Office (PMO)

Companies seeking more efficiency and tighter monitoring of IT projects are opening project management offices (PMO) in growing numbers. Here’s what a PMO should do, what types you should consider, and who really needs on one.


A project management office (PMO) is a group — internal or external to a company — that sets, maintains and ensures standards for project management across that organization. They’re the keepers of best practices, project status and direction — all in one spot.


According to PM Solutions research, 85 percent of companies had a PMO in 2016, up five percent from 2014. They also found that 30 percent of companies without a PMO plan to implement one.


The Role of PMO(s).

  • Provides tangible, repeatable, long-term benefits to the business
  • Aligns with corporate strategy and culture
  • Is agile enough to adapt as strategy shifts
  • Is a key enabler for the high-performing organization
  • Integrates data and information from corporate strategic projects/supports the balanced scorecard
  • Enables sharing of resources, methodologies, tools and techniques for project success across the enterprise
  • Identifies and develops project management methodology, best practices and standards
  • Coaches, mentors, trains and provides oversight for project managers and staff.

We have ready to implement and customization policies, procedures, templates, guidelines, governance models and training.

Tools and Techniques - Services

Governance

Policies

Processes

Templates

MS Project

Organizational Learning

Coaching, Mentoring and Training

Coaching & Mentoring Services

Did you know that CWO® learning offers coaching and side-by-side mentoring in the areas of Project Management, Agile Implementation and Business Analysis and for your business? 


Even if your employees have not taken CWO® learning classes, we invite to take advantage of our coaching and mentoring services to help move your business forward. And if you've already hosted onsite CWO® learning classes at your organization, coaching and mentoring can be the next step to develop the skills your team members have learned.

Corporate Training

We off corporate training in Project Management, MS Project®, Project Scheduling, Risk Management and other topics.

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Helping You to Generate Value from Your Intellectual and Knowledge-Based Assets®

The Clikwise Organization's core belief is that in knowledge organizations—the chief organizational asset is the people who work within it. Each individual of the organization possesses an exclusive reservoir of data, information, skills, and experiences of processes and culture that are valuable to the corporation. These are critical assets that are tacit in nature but when they are nurtured and actively cultivated, create opportunities that facilitate channels for the practice codify these a

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