The biggest advantage of remotely managed projects is known to be the significant time savings, the significantly better trackability as well as the simplicity in communication. So much for the conventional assumption. However, if you take a closer look at one or the other digital project, you will quickly realize that the advantages are not quite so clear-cut. At least not if you don’t pay meticulous attention to good project management.
As we know, the success of a project basically and essentially depends on the three indicators Time, Quality and Compliance with Costs (i.e. Budget). In offline-managed projects, clean project controlling according to these three indicators is therefore essential for success. Of course, this is no different in digital projects. But what is the best way to manage a project when teams are working together remotely? Aren’t there differences or further additions after all? Or even special challenges?
Especially in challenging times of partly anonymous project collaboration, a clear additional challenge lies in the communication of successes/bottlenecks as well as in the cultural cohesion of a project. This is where the PMO+ method comes in. Naturally, all information threads already come together in the conventional PMO, so that the best overview of the project status from a strategic, operational and cultural perspective prevails here. Information is usually collected, aggregated, processed and finally shared (especially for management).
PMO+ goes beyond this traditional performance. Because digital projects often require larger, more complex, and faster service delivery, digital project teams typically have increased support needs. PMO+ sets the framework for exchange, maintains communication of project successes, is a control center or information platform and digital fire department.