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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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SUSTAINING THEPMO VALUE —MOVING FROM THESUPPLY SIDE TO THEMARKET SIDE

WHAT NEXT AFTER THE LOW-HANGING FRUIT

Usually, PMOs arise out of some kind of crisis. It requires some very compelling arguments to convince an executive team to forfeit investment in “exciting ventures” and invest money in some internal infrastructure. Often, we see a PMO born out of some highly visible project that is failing or out of product development cycles that have fallen deeply behind the competition. Sometimes, it is simply because executives are tired of hearing all of the excuses for why every project is late, over budget, or not within scope.

With a crisis, ...

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