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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 II:

STRATEGIC

PLANNING —

CHOOSING THE

RIGHT PROJECT MIX

  

STRATEGICPLANNING —THE NUMBER ONEREASON FORPROJECT MANAGERSTRESS

INTRODUCTION

Many PMOs begin life with the mission of improving the practice of project management throughout their organization. From an executive point of view, this is not a meaningful mission. Executives do not go to shareholder meetings and cocktail parties to brag about what a professional group of project managers their organization has. Their mission is to make more money (or in a not-for-profit organization, to achieve the goal). If an executive is told that the reason for poor project performance is poor ...

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