High Standard PMO

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.

Taking a repeatable process and making it a company standard is a common practice. Sometimes we can take a large component and customize it a bit to work in different situations across the enterprise; other times we can take apart an operation and then break it into smaller pieces that can then be fit together as needed to help define commonly shared modules. As we work to stop “reinventing the wheel” in our business processes, the method in which we manage our projects also requires a standardization of techniques and practices.

To increase project effectiveness, a project management workforce has the ability to support and impose standardization over how a company functions on many levels. By directing project staff to use processes that focus on scheduling, expense and cost-to-quality relationships, a more successful portfolio is possible. Establishing these strategies with a sponsored project management office dedicated to overseeing their implementation within an organization can generate a stronger, more refined and professional business environment that is reliable and dependable--and thus more attractive to customers.

Why Standards?
Higher levels of specific project management standardization have demonstrated that there are increased levels of project effectiveness that can encompass a variety of industries. Bringing in standardization to an …

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