Project Management Office
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Scooped by Denice Hradisky Tegethoff
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Which PMO Structure is Right for Your Organization?

Which PMO Structure is Right for Your Organization? | Project Management Office | Scoop.it
An effective PMO, by working closely with client management teams compile and assess business program needs. There are different structures for PMO. Know Which PMO Structure is Right for Your Organization.
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Rescooped by Denice Hradisky Tegethoff from Dyman & Associates Projects
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Dyman Associates Management: Project Management Office (PMO)

Dyman Associates Management: Project Management Office (PMO) | Project Management Office | Scoop.it

http://searchcio.techtarget.com/definition/Project-Management-Office A Project Management Office (PMO) is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The primary goal of a PMO is to achieve benefits from standardizing and following project management policies, processes and methods. Over time, a PMO generally will become the source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects within the organization. A PMO may also get involved in project-related tasks and follow up on project activities through completion. The office may report on project activities, problems and requirements to executive management as a strategic tool in keeping implementers and decision makers moving toward consistent, business- or mission-focused goals and objectives. A PMO generally bases its project management principles, practices and processes on some kind of industry standard methodology such as PMBOK (Project Management Body of Knowledge) or PRINCE2 (Project in Controlled Environments). Such approaches are consistent with the requirements related to ISO9000 and to government regulatory requirements such as the US Sarbanes-Oxley (SOX) program. How a project management office (PMO) is designed and staffed for maximum effectiveness depends on a variety of organizational factors, including targeted goals, traditional strengths and cultural imperatives. There are three basic organizational styles for a project management office. 1. The project repository: This model occurs most often in organizations that empower distributed, business-centric project ownership, or enterprises with weak central governance. The project office simply serves as a source of information on project methodology and standards. Project managers continue to report to, and are funded by, their respective business areas. 2. The project coach model: This model assumes a willingness to share some project management practices across business functions and uses the project office to coordinate the communication. Best practices are documented and shared and project performance is monitored actively. The PMO in this model is a permanent structure with staff and has some supervisory responsibility for all projects. 3. The enterprise project management office: This model also assumes a governance process that involves the project office in all projects, regardless of size, allowing it to assess scope, allocate resources and verify time, budget, risk and impact assumptions before the project is undertaken. Funding is generally a combination of direct, budgeted allocation for baseline services and a fee-for-service charge for others. Read More: http://dymanassociatesprojects.com/ http://dymanassociates.livejournal.com/


Via Valerio Anema
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Continuous improvement of project management practices is hard to do without a PMO!

Continuous improvement of project management practices is hard to do without a PMO! | Project Management Office | Scoop.it
In recent years I've taken a somewhat anti-PMO stance in my writing. I've felt that the work which many PMOs focus on could be accomplished through alternatives which don't require setting up a sep...
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Rescooped by Denice Hradisky Tegethoff from Progressive Project Management
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Are You Ready for a Project Management Office? Players and Pitfalls

Are You Ready for a Project Management Office? Players and Pitfalls | Project Management Office | Scoop.it

"If project managing is not the primary role of the person that’s deemed the project manager, you could be setting yourself up to fail. We often see examples of IT professionals that wear a project management hat as needed in their organization. While some can do this effectively, others can get more hands on than needed and take on more of the leg work than needed. Just because someone is good in one role, it doesn’t mean they will automatically be a good project manager.Once you’ve made the decision you’re ready for a Project Management Office (PMO), it’s time to think about who you need for players.


Via Steven Jackson, MBA
Steven Jackson, MBA's curator insight, April 21, 2014 5:26 PM

"If project managing is not the primary role of the person that’s deemed the project manager, you could be setting yourself up to fail. We often see examples of IT professionals that wear a project management hat as needed in their organization. 


While some can do this effectively, others can get more hands on than needed and take on more of the leg work than needed. Just because someone is good in one role, it doesn’t mean they will automatically be a good project manager."

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PMO Best Practice - does it really mean anything? - ARRA Management Ltd website

PMO Best Practice - does it really mean anything? - ARRA Management Ltd website | Project Management Office | Scoop.it
What is ‘best practice’ Best practice as a term is in fact a misnomer.
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Rescooped by Denice Hradisky Tegethoff from Project Management | Business Analysis | Change Management
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Why command and control PMOs are killing project management

Why command and control PMOs are killing project management | Project Management Office | Scoop.it
I setup my first project management office (PMO) because despite the success my company had enjoyed over the years (and failures too), I decided that we needed more structure.

Via Rob Kingston
Rob Kingston's curator insight, November 24, 2014 8:47 PM

Structure is important – adding value is paramount.

Rescooped by Denice Hradisky Tegethoff from Project Portfolio Management Digest
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Reasons why PPM Strategies and PMO Initiatives Fail

Reasons why PPM Strategies and PMO Initiatives Fail | Project Management Office | Scoop.it
In our recent eBook: Why PPM and PMOs Fail: Best Practices in Coordinating and Optimizing your PPM and PMO Strategy to Deliver an Active PMO - we explored the many reason why PPM strategies and PMO initiatives fail.
The main consequences of a failed PPM

Via Antoine Heber-Suffrin
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Rescooped by Denice Hradisky Tegethoff from Project Management
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The PMO – What’s the right level of Authority? | The Program Manager’s Blog

The PMO – What’s the right level of Authority? | The Program Manager’s Blog | Project Management Office | Scoop.it
In the article The PMO – What is this? we began to explore the PMO function, giving an initial overview, explaining what PMO types exist and listing their area of focus.
In this article I'd like to give you an overview of one of the most important prerequisites while setting up our PMO; its level of authority.
I hope you'll enjoy the piece; have a good reading!

Via Saverio Losito, PMP
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Setting Up a PMO Tips to Implementing a Value add PMO - Overview

More and more organizations are setting up a PMO (Project Management Office) to ensure successful delivery of their strategic initiatives. Setting up a PMO is ...
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