Continue to ask questions.

The more questions you ask about a problem, the more you will find out about the problem and differing ways to solve it.

Don't assume bad english is bad thinking.

Global project management often involves working with nationals for whom English may be a 2nd or even 3rd language. Don't confuse conversational English skills with project management skills.

Define a deliverable for each major milestone.

Milestone deliverables enable the progress of the project to be easier measured and managed.

Reward project managers.

Make an effort to reward every project manager at least once a year. Seek opportunities to leverage recognition with professional development such as memberships in local project management chapters, attendance in project management conferences and events, etc.

Always remember the triple constraint.

To keep the project on time, on budget, and in keeping with the agreed to scope and quality of the customer expectations.

Reward recommendations for process improvement.

Establish a continuous improvement program and reward suggestions and recommendations for improvement. Don't let errors repeat a 2nd, 3rd, and 4th time.

Don't confuse project management processes with project management tools.

Desktop software packages and enterprise project portfolio management applications provide valuable functionality and often roadmaps for how best to use the tool. While helpful, these roadmaps typically do not represent the full project management process nor do they provide scalability and flexibility of tools usage. Integrate your tools into your processes.

Assign every project manager with the responsibility to own part of the project management process.

After defining your project management processes, ensure every project manager in the project management office has the responsibility for the management and continuous improvement for part of the project management process. This will ensure the project management process stays current and updated, rather than becoming out of date and irrelevant to the project management office. This also will enable the project manager to specialize and mentor others.

Qualify vendor and sub-contractor estimates.

Identify any factors that may affect their validity. Compare estimates to the PMO estimating database. Upon project close-out, updated the PMO estimating database.

Manage scarce resources.

Anticipate the risks of having scarce resources pulled off your project. Have a business case to facilitate negotiation of scarce resources and have a back-up plan mitigate resource risk.

Involve the client in the project management process.

If possible, provide the client with access to the project management process. Enable the client to better execute their roles and responsibilities. Clients will learn more about the importance of the project management process and how it helps them by being involved with it, rather than being told about it.

Develop a technical architecture that supports your project management process.

Establish the tools and technologies that support the project management office. Align project management maturity and capability maturity objectives with improvements to the architecture. Use the lowest level of technology architecture that gets the job done.

Focus on process, not methodology.

Methodologies are static and quickly become out of date. Whether hardcopy and placed in a binder or online and accessible from your browser, methodologies often give an illusion of project management consistency, when in reality most users don't read or follow methodology documents. Focus on processes that answer not just the "what is to be done", but the "who, when, where, how, and why" of the work effort as well.