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PMO 101: Benchmarking
In the pursuit of improving IT project delivery, many companies focus on processes but overlook a crucial step: benchmarking. In the third of our six-part series on enterprise best practices, here are tips and techniques for establishing effective, iterative benchmarking.
Establishing a project management office is the foundation for improving your organization’s project, program and portfolio management best practices. It will enable you to accelerate time-to-market and increase the quality of IT initiatives in a cost-effective manner. Part One of this six-part series outlined the first steps in establishing a PMO: “Getting Started” and Part Two described a PMO rollout plan: “The Rollout.”
A project management office (PMO) consists of project and portfolio management (PPM) processes undertaken in the delivery of projects, programs and portfolios, and support processes carried out by individual management offices. For example, the process definitions and framework, along with PMO support, enable project managers to deliver projects within scope, time and budget; program managers to manage groups of projects and services, provide an optimal mix in the use of resources, and achieve economy of scale; and portfolio managers to align portfolios of projects and services with business goals and also, manage the …
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What a waste it is to lose one's mind. Or not to have a mind is being very wasteful. How true that is. - Dan Quayle |