View our projects and our people. Everything about a project management office at MOJEO.
This is Inge
Together, unique, familiar. Three words that I think fit Mojeo. Working together on a great project, sparring with colleagues and achieving a great result together. Everyone has their own qualities and adds a personal touch to every project.
It is not only Mojeo’s close-knit club that immediately feels familiar, but we can also adapt well to the needs and wishes of a client or project. My passion is to help people, to motivate them to build on their chosen paths or to break through the routine in order to be even more successful. I do this with the necessary creativity, calm and empathy. Let’s get our MOJO working!
Setting up a PMO at Water Board Limburg
Question:
As a result of a merger, all primary and supporting processes and services must be integrated into one company.
Solution:
Setting up a project management office (PMO) and staffing it to guarantee continuity.
Result:
Maintaining an overview of all projects through the PMO
DE 10 PITFALLS OF THE PMO
Gartner Research estimates that Project Management Offices (PMO) have a success rate of less than 50 percent if they are created for the first time. Mojeo helps organisations ensure that they are successful in setting up their PMO from the start and helps avoid pitfalls that lead to failure. Based on our experience, we created a TOP TEN OF PMO PITFALLS and of course we’d also like to give advice on how they can be avoided….
Situation:
Due to the complexity of the programme, we needed a structural PMO. Good project support also contributes to our strategy.
Solution:
Within 2 to 3 weeks MOJEO had formed an overall picture of the program organization. With this information Hans made a plan how – based on the building blocks – we can structure the program better and set up the support more efficiently.
Added value of MOJEO:
The PMO has a clear added value for the Octopus programme. We have better structured the project organization and made real steps in the implementation of the project. Mojeo’s knowledge and support has helped us with this
Setting up a PMO at a healthcare organisation
Question:
Processes within project management weren’t standardised or automated. The question for MOJEO was to carry out an inventory.
Solution:
A complete inventory including advise for the organisation on how a PMO could solve the problems.
Result:
A nice result-oriented collaboration in which MOJEO’s expertise in the field of PMOs was an added value for the organisation.
Setting up and managing a PMO
Rick: It always starts by interviewing the deciding stakeholders. The people who actually gave the question to MOJEO. Stan: I completely agree, you also follow up on the inventory phase by opening the conversation with the project managers and other stakeholders within the organisation. There’s a lot of information floating around that you want to include in this phase in a structured way.
Why always that tool question?
(By Luc Moens)
If I ask you to close your eyes and imagine a carpenter, you’ll probably see a man with a hammer or a nice serrated saw. For a plumber, water pump pliers would come to mind. Since prehistoric times, tools have been very interesting. However, these days organisations seem to think that as long as the right tools are used, a project management office (PMO) can be an added value to an organisation….
