The PMO Pulse | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Executive
Resources
|
Home > Departments > PMO/EPM
Today’s flourishing project management offices are moving beyond tools and templates to become full-fledged strategic partners within their organizations. Along those lines, a new PMO Accord documents best practices that PMOs of all shape and sizes can draw on to deliver greater value. Here, PMO leaders share what’s working for them.
In about 10 weeks, the Project Management Institute’s PMO special interest group (PMO-SIG) will convene its PMO Symposium in San Antonio, Texas, with high hopes that it will be a seminal event in the project management space. The highlight of the Nov. 9-11 gathering is the coming-out party of the group’s PMO Accord, a Bill of Rights of sorts with the latest and greatest thinking on PMOs.
The PMO Accord is the collective wisdom of a dedicated group of more than 100 PMO experts who have been working on the initiative since late 2007. The goal was to develop a highly detailed set of best practices that are applicable to most PMOs, no matter their size, level of oversight or category of work.
An initial draft was released internally in early July, with various stakeholders getting a chance to put their stamp on it. After those tweaks — a process that ran most of the summer — the 100-plus-page document was finalized and is now available at the PMO-SIG website.
“The Accord is a series of articles and ideas on the competencies that typically go into a good, strong PMO,” says Art Drake, the executive chairman of the PMO-SIG by night and the director of the global program management office of AIG during the day.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement