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Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed by Steve Rollins, Gerald Kendall

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PART I:

SETTING THE STAGE

FOR A SUCCESSFUL

PMO IMPLEMENTATION

  

INTRODUCTION —BUILDING A PMOTHAT EXECUTIVESEMBRACE

INTRODUCTION

In its ideal form, the Project Management Office (PMO) should represent, for an organization, what air traffic controllers represent to pilots. It should guide projects safely (minimizing the risk) and as quickly as possible to their destination. It should prevent mid-air collisions between projects and resources. It should be the project manager’s and the executive’s best friend.

In our view, the PMO must do even more. It must drive much higher return on the investment that any organization makes in projects. In ...

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