November 2014
Beginner
208 pages
3h 40m
English
book
Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy
by Gary Lister
Content preview from Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy
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8. The Project Management Office
Introduction
A Project Management Office (PMO) may—or may not—be appropriate for any particular organization. Careful consideration is required to determine if it is an unnecessary layer of bureaucracy or a project management tool that can improve the quality and efficiency of project management deliverables.
Learning Objectives
After completing this chapter, you should be able to:
1. Understand the possible roles of a Project Management Office.
2. Gain an awareness of various PMO implementation approaches.
3. Understand the cultural and process changes required to successfully manage projects with PMO oversight.
Tipping Point
There is a point where—exactly when and where is debatable—a sound business case ...
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I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.