Organisations are increasingly demanding value from their project, programme and portfolio offices, and so they should, with tight budgets and a requirement for efficiency and elimination of wasteful process and behaviour. PMO as a function is so much more than just governance and control. In order to be successful, stakeholder management and relationship building needs to be at the forefront of everything a PMO does.
This book is designed to be a reference guide based on six key areas and is for those that want some industry insight, to boost or improve the performance of a PMO or want some guidance in making the PMO a success by following some simple techniques. It is a must read for:
•Senior PMO analysts looking to make the move into PMO Management
•Permanent or interim PMO Managers new to the role
•Permanent or interim PMO Managers that are looking for ways to improve what they currently do
•Anyone else involved in the management or leadership of a PMO.
It is primarily aimed at PMO’s in medium to large organisations although others not in this position may also find this book useful.
This book is part one of a four part series - look out for those coming soon.
This book is designed to be a reference guide based on six key areas and is for those that want some industry insight, to boost or improve the performance of a PMO or want some guidance in making the PMO a success by following some simple techniques. It is a must read for:
•Senior PMO analysts looking to make the move into PMO Management
•Permanent or interim PMO Managers new to the role
•Permanent or interim PMO Managers that are looking for ways to improve what they currently do
•Anyone else involved in the management or leadership of a PMO.
It is primarily aimed at PMO’s in medium to large organisations although others not in this position may also find this book useful.
This book is part one of a four part series - look out for those coming soon.
