A New Vision for the PMO | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Opinion
Executive
Resources
|
Home > Executive Report > Opinion
The project management offices that deliver the best business value are always on the lookout for ways to apply their resources to activities that offer more to their enterprises than “order taker.” Vendor management and regulatory compliance are two critical areas to start. And in time, the PMO should strive to be viewed as the COO of IT.
As the former CIO of a couple of substantial-sized companies, I know something about Project Management Offices (PMOs). They save money by analyzing and weeding out requests for projects that aren't worth doing. They make sure the most important projects get tackled first. And they keep worthy endeavors on track until they're finished and all major stakeholders are happy. I relied on PMOs for a lot of the heavy lifting and appreciated their competence and dedication to quality results.
Portfolio project management software vendors have been talking for several years now about a "portfolio" approach to project management. They've encouraged PMOs to view individual projects in the context of the business value expected from them and have even created informative, graphically-rich dashboards to make the process easier and a touch more glamorous.
So what's wrong? Nothing, really — except that in many instances, this view of the PMO emanates from the bottom up.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement