What Does a PMO Do for You?

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

Projects you got, management you don’t.

It’s a common thing to have a staff of well-groomed project managers at an organization, but no project management office in place. PMs are quite capable of developing a well-oiled project management machine; however, the infrastructural support that a project management office offers is a vital component in giving a structural backbone that promotes the needs of project managers and--as a result--their projects.

When it comes to standardizing project management practices, PMOs are essential. They are not leg-locked mules, either--PMOs are also designed to improve project portfolio management and adapt to developments in project management as well as changes within an organization. Having a PMO means having a framework that helps define and refine repeatable processes so they can be put in place as business methodologies. Through the adoption of these practices, there is a greater degree of efficiency and discipline that might otherwise be missing. When pivotal projects arise, PMO methodologies provide standardized and effective business operations that help reduce cost and wasted time.

PMOs are also an important component to successful industry endeavors when integrated within the business culture of your organization. As much as they stand for differentiation and setting up a pivotal area that PMs and others …

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