Sometimes, the definition of the “P” in PMO is elusive. To effectively build, maintain and evolve a PMO, however, we have to be very clear about what this letter means. Approaching the definition with specific goals in mind can help us to put together a world-class organization.
Creating a way to evaluate project performance may not be the first thought when creating a new PMO. But how else can it demonstrate value to the organization?
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.
An organization running a fully outsourced PMO?! Crazy talk, right? Not so fast. Read on for a case study of an unusual PMO model--and what all PMOs can learn from it.
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 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?
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"In Italy for thirty years under the Borgias they had warfare, terror, murder, bloodshed - but they produced Michelangelo, Leonardo da Vinci, and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did that produce? The cuckoo clock." - Orson Welles, The Third Man |
