What this is
This paper from International Institute for Learning and EPM Solutions takes an executive-level look at the elements of the PMO that can dramatically increase the probability of your organization meeting its goals. It focuses on four major processes: Choosing the right projects via a new kind of strategic planning, permanently linking strategies to projects, managing the project portfolio correctly, and measuring the PMO correctly.
Why it's useful
To enable an organization that executes well to its strategic plan, your Project Management Office (PMO) can make the difference -- IF it is set up to effectively eliminate typical ongoing fights over resources and project priorities. This white paper proposes three root problems for most of these kinds of conflicts, and goes on to propose a different strategic planning approach for PMOs, designed to focus on what executives really care about: the bottom line.
Gerald I. Kendall, PMP, Vice President, Theory of Constraints, International Institute for Learning, is a noted management consultant and training expert who has been serving clients in Canada, the U.S. and overseas since 1968. His background includes extensive experience as a sales, marketing, and operations executive with an international focus. Since the 1960s, he has specialized in helping large multi-national firms as well as government and not-for-profit organizations, manage large-scale organizational change issues.
Steven C. Rollins MBA, PMP, is Senior Partner with EPM Solutions Inc., providing consultation services for business PMOs and project offices worldwide. Steve is a well-known national subject matter expert in Enterprise Program/Project Management Office/Project Office startups helping his clients focus their project management capabilities on improving their delivery processes to their associates through application of the project management value proposition.
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