A P3O ®? What’s wrong with my Project Support Office?

The issue is – organisations don’t always manage their portfolio using recognised portfolio management processes or roles. A PMO is often ‘delivery’ focused and not always a high level corporate body. There is often a gap between strategy and the delivery of change. Could a traditional PMO step up to fill that gap?

The issue is – organisations don’t always manage their portfolio using recognised portfolio management processes or roles. A PMO is often ‘delivery’ focused and not always a high level corporate body. There is often a gap between strategy and the delivery of change.  Could a traditional PMO step up to fill that gap?
 
I think the answer is ‘yes – but…’ (brace yourself for sweeping generalisations)
 

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