Ryan D. Kennedy
Look on every exit as being an entrance somewhere else.
One of the measures of success for any industry is the opportunity to take on additional and more complex responsibilities. For a project management office (PMO), this is showcased through the assignment of new projects with longer durations, higher risk, larger budgets, and greater numbers of resources. As the number of active projects grows, it becomes imperative for the PMO to implement a methodology that will allow for the successful transition of closed projects to operational and support staff.
The importance of a smooth transition process cannot be overstated. Even ...