By William Dow
"Understand the most recent PMO types, construct an industry-leading PMO, enforce top practices and instruments, take your PMO into the future!" -- Cover
The Tactical consultant for development a PMO will supply PMO Managers with the data and talents to increase, refine, and improve their venture administration workplace (PMO). PMOs were round for a few years besides the fact that, PMO Managers have only a few assets to attract from to aid them be triumphant. This publication covers the step by step technique of construction, imposing and working a brand new or latest PMO. This ebook covers: -Introduction of the PMO versions -Staffing versions -Portfolio/Program/Project administration Methodologies -PMO Reporting -PMO instruments -And a lot a lot more... be aware: even supposing this ebook is customized to the PMO supervisor, it's going to additionally profit Portfolio, software, and undertaking Managers.
eBook ISBN: 978-0-9858695-1-9
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Extra resources for The tactical guide for building a PMO
One of the common characteristics of a PMO Manager that is important to mention before you get too far into this role is that you are going to have to play many different roles. You can be both PMO Manager and Portfolio Manager. You can be both PMO Manager and Program Manager, or in some cases you can be called in to be a temporary Project Manager. You have to be prepared to play multiple roles while continually being the PMO Manager for the organization. This is such an important point because many executives or management types do not fully understand the PMO organizational structure, so when there are problems in the execution of a program or project, they will turn to you for support.
The PMO becomes the “default” organization that executives choose to eliminate when looking to reduce costs. However, what generally occurs when the PMO is eliminated is that the PMO structure goes away, but the Program and Project Managers usually stay with the company, performing the same role, just somewhere else in the organization. Executives understand the need for the project management skill set for every project, but what executives often feel they don’t need is that big, old, centralized organization that is creating unnecessary processes and standards.
Fall back to the PMI’s nine knowledge areas and consider each one’s applicability when building your new PMO. Doing this will give you the confidence and wherewithal to at least give you some go-forward steps in this new adventure. There are a number of books on the market that are written by some great project management thought leaders that I strongly encourage you to check out. For example, Mark Price Perry’s book, Business Driven PMO Setup: Practical Insights, Techniques and Case Examples for Ensuring Success is an excellent PMO book that provides some great thoughts and strategies around some key areas for setting up and establishing PMOs from a very strategic level.
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