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.
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.
There is a point where—exactly when and where is debatable—a sound business case ...