Expanding the Value and Reach of the PMO | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Opinion
Executive
Resources
|
Home > Executive Report > Sponsored Content
In part three of this PMO 2.0 white paper series, the author introduces the concept of the Management Integration Center as a means of establishing a center of excellence to develop the expertise and capabilities to run technology services like a business.
In the previous installments of the PMO 2.0 white paper series, the author explored how the world of project management has changed, limiting the effectiveness of traditional project management techniques in today’s fast-moving, knowledge-based, technology-oriented service organizations. The author also discussed the relationship between supply and demand in these organizations, and explained how the PMO must go beyond project or even portfolio management to include financial and organizational capacity management.
As previously discussed in the PMO 2.0 series, the application of traditional project management techniques in today’s knowledge worker organizations has yielded little success. Billions of dollars are lost each year due to poor planning, and less than 30 percent of all projects are successfully completed. To reverse this unsettling trend, PMOs must go beyond project and portfolio management to balance demand for resource and financial capacities across the enterprise.
Significant operational efficiency increases of 20 percent or more can be expected when organizations implement a center of excellence to focus on business functions and better align work with money and resources across the organization.
Typically, organizational processes are operationally structured into three distinct levels: strategy, management, and development.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement