Unit 3 Assignment A Mark Perry Podcast Assignment Listen To

Unit 3 Assignment A Mark Perry Podcast Assignmentlisten To Mark Pe

Listen to Mark Perry’s Podcasts listed below:

  • Business Driven PMO Setup: Chapter 1 - Mission, Goals, and Objectives presented by Mark Perry, host of The PMO Podcast (20:51)
  • Business Driven PMO Setup: Chapter 2 - Organization: Constituent Oriented vs Inwardly Focused, presented by Mark Perry, host of The PMO Podcast (17:00)
  • Business Driven PMO Setup: Chapter 3 - Managing Projects: Think Process not Methodology, presented by Mark Perry, host of The PMO Podcast (15:16)

Create a voice-recorded 5-slide PowerPoint presentation summarizing each of the podcasts. For the last podcast, describe what Mark Perry means by the difference between a process and a methodology. Be prepared to discuss your submission during the Adobe Connect session, including:

  1. Define Methodology
  2. Define Process
  3. Explain what Mr. Perry is truly indicating about these concepts
  4. Share your thoughts on this distinction
  5. Relate these ideas to your company’s context and practices

Paper For Above instruction

The purpose of this assignment is to synthesize key concepts from Mark Perry’s podcasts related to PMO (Project Management Office) setup and management, emphasizing the importance of aligning projects with organizational goals, understanding organizational structure impacts, and the critical distinction between process and methodology. This exercise enhances comprehension of how these principles can be integrated into real-world organizational settings to improve project success and strategic alignment.

Each podcast provides insights into different facets of establishing and managing an effective PMO. The first podcast, "Mission, Goals, and Objectives," underscores the necessity of a clear mission that guides the PMO’s activities, aligning with organizational strategies. Perry stresses that a well-defined mission helps focus project efforts, foster stakeholder engagement, and improve accountability. This foundational element ensures that the PMO supports the overall business vision, serving as a compass for project selection and prioritization.

The second podcast dives into organizational structures, contrasting constituent-oriented versus inwardly focused PMOs. Perry highlights that a constituent-oriented PMO actively engages with stakeholders across the organization, promoting transparency and collaboration. Conversely, an inwardly focused PMO might operate within a narrow scope, potentially leading to siloed practices and less organizational value. Understanding this distinction influences how the PMO should be designed to support strategic objectives effectively.

The third podcast, "Managing Projects: Think Process not Methodology," introduces the critical differentiation between process and methodology within project management. Perry argues that a process refers to a series of ongoing activities or set of steps that are repeatable and adaptable, whereas a methodology is a structured, prescriptive approach often associated with specific tools or techniques. Perry emphasizes that focusing on managing processes provides flexibility and adaptability in project management, enabling organizations to tailor practices to their unique context rather than following rigid methodological frameworks.

In discussing the difference between a process and a methodology, Perry suggests that a process is a continuous, evolving set of activities that support project delivery, while a methodology could be viewed as a prescribed system or set of principles that may limit adaptability. He advocates for organizations to prioritize understanding and managing their processes, fostering a culture of continuous improvement rather than rigid adherence to a methodology.

Reflecting on Perry’s insights, it becomes apparent that in my organization, emphasizing a process-oriented approach enhances flexibility, innovation, and responsiveness to change. Instead of strictly following a prescribed methodology, adopting adaptable processes allows teams to respond effectively to project complexities and stakeholder needs, which is crucial in today’s dynamic business environment.

References

  • Grello, K. (2018). Aligning Project Management Processes with Organizational Strategy. Harvard Business Review.
  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • Perry, M. (2022). The PMO Podcast Series. The Business Driven PMO Setup Series.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
  • Snyder, L. V., & Lee, Y. (2019). Organizational Structures and Project Success. Journal of Project Management.
  • Turner, J. R. (2014). The PMO Lifecycle: Building, Running, and Shutting Down. Gower Publishing.
  • PMI. (2021). Practice Standard for Work Breakdown Structures. Project Management Institute.
  • Van Der Woerd, S., & Vos, J. (2018). Flexible Project Management Approaches. International Journal of Project Management.
  • Williams, T. M. (2017). Modelling Complex Projects. John Wiley & Sons.
  • Wysocki, R. K. (2019). Effective Project Management: Traditional, Agile, Extreme. John Wiley & Sons.

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