Establishing a PMO 美国项目管理考试.pdfVIP

Establishing a PMO Establishing a Project Management Office To fulfill their duty to ensure that their clients can make the best use of their time and resources, many IT consultants are taking the lead role in helping organizations establish formal project management processes that encourage the delivery of work initiatives on time, within budget, and to an agreed upon level of quality. Part of the ability to execute better, faster, and cheaper comes from the organization’s implementation of common processes and practices across the entire organization. That way, there is very little learning curve for the project manager and the team members as they transition from one project to another. The larger an organization gets, and the more projects that are executed at one time, the more difficult it becomes to enforce this organizational consistency. Without it, though, the full value of implementing a common project management methodology is not reached. Consulting firms tend to recognize this and usually have a common framework or a full methodology that all consultants use. However, this practice is not prevalent in other types of companies. This is where consulting firms that have experience with project management processes can help their clients. Often, a consultant will help establish a centralized organization responsible for various aspects of project management methodologies. This group may be called Project Office, Enterprise Project Office, Project Management Center of Excellence, or the Project Management Resource Team. In this download, in which we’ve compiled eight articles that have previously been published on TechRepublic, we’ll use the term Project Management Office (PMO). 1) Y2K projects brought PMOs to the mainstream Although the concept of the PMO has been around for years, for many organizations the awareness level was raised with Y2K. Many companies, especially larger ones, realized that they needed to make a co