In recent years, more visionary organizations have made their PMOs more strategic, giving them greater accountability for business-critical functions. But where does that leave the more tactical support that PMs used to enjoy from the PMO?
The common problem that has haunted endless PMOs is their inability to become credible partners with the businesses that they support. How can PMOs manage to come out on top delivering results that businesses can understand and incorporate into their strategic roadmap?
In Part 1, we looked at the rise of Project Management Organizations and the need to improve project success rates. Here, we will explore the expectations and what is required to create a sustainable and effective PMO.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A program management plan with a quality management section can fit the bill.
When your project progress comes to a halt due to problems that affect multiple projects, use these steps to help the PMO remedy the situation--and show yourself as a successful, valuable project manager despite having a project with problems.
Get to know PMI’s 2013 “PMO of the Year” as they share lessons learned in their evolution from Start Up to Best in Class. Leadership from Canada Health Infoway (Infoway) will highlightthe PMO Maturity Model; leveraging technology to achieve transparency and governance; and the benefit of industry metrics for benchmarking
Given the fast-paced environment within which most project managers operate, it is only natural that the closeout phase of the project lifecycle is often addressed in a rush. A closeout survey using one of the many tools available today is one approach to consider.