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Serve Vanilla, and Be Like Switzerland: Interview with Lisa DiTullio
Abstract
Lisa DiTullio, past director of the PMO at Harvard Pilgrim Health Care and currently principal of Lisa DiTullio & Associates, isn't a big fan of Rocky Road—at least not when it comes to project management. In this interview with ProjectConnections founder Cinda Voegtli she discusses her growth from accidental PM to head of an Enterprise Project Management Organization, and why even large organizations should serve vanilla.
What this is
An interview with Lisa DiTullio, past director of the Enterprise Project Management Organization (EPMO) at Harvard Pilgrim Health Care and currently principal of Lisa DiTullio & Associates. Lisa was a key member of the team that orchestrated Harvard Pilgrim's dramatic turnaround from receivership to one of the highest-rated health plans in the country, and her philosophy on what makes a PMO really successful surprised us.
Why it's useful
Lisa knows what it's like to help build a PMO from the ground up in a large enterprise, but even in that environment she believes in keeping it simple. We thought her take on what's really important in implementing project management across the organization would be intriguing to project managers and sponsors contemplating the direction of their own PMOs.
How to use it
If you're wondering when or if you're ready to take the step toward an EPMO in your organization, Lisa offers insight into what it takes. Read this interview to get her take on what really drives success at the PMO and the project manager level, how to convince the skeptics, and why you should stop worrying about lifecycles and methodologies until later.
When Management Isn't Buying: 6 Internal Selling Tools That Work
Does implementing PM in your organization involve a lot of foot-stamping, eye-crossing, and making faces? Take a deep breath and try these proven techniques for convincing the different levels of executive management.
How to Implement and Develop Project Management Procedures and Skills
A step-by-step guideline for introducing new project management procedures to an organization and developing related PM skills to improve project performance as quickly as possible.
Getting Relevant to Get Results
Feeling resistance to project management from your technical team members? This paper illustrates how one PM bridged the gap, and what made the difference.
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