Satish SharmaCertified SAP S4Hana 1909 Financials Expert| FreelanceNew Delhi, India
PMO and Executive Management are clearly two different work streams. PMO's are initially working as a purely supportive function to the Executive management, but when they are maturing, PMO's are expected to be more agile in strategy alignment. Is there a risk of overstepping or conflict if the PMO over performs in this area? Saving Changes...
Satish SharmaCertified SAP S4Hana 1909 Financials Expert| FreelanceNew Delhi, India
Thanks evryone for contributing to this thread, you have been wonderful here.
In the company of esteemed project manager pros I would like to conclude:
1. PMO's are formed of strategy sonthey are naturally part of the project management strategy since their evolution in the first place.
2. Maturity of a PMO is neither competing nor overstepping the executive management, they partner them in decision making in the sphere of project management, thus adding value to over all executive decision making process. Saving Changes...
Satish:
PMOs can emerge in many parts of the organization for strategic alignment, contractual and legislative mandates and to meet business need for example. I've not seen this particular problem occur however a prevailing problem for the organization usually crops up and that is: who is responsible for the standards/process/governance in approving, managing and assigning PMs to projects. Saving Changes...
