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Mastering Project, Program, and Portfolio Management: Models for Structuring and Executing the Project Hierarchy by Gary Lister

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8. The Project Management Office

Introduction

A Project Management Office (PMO) may—or may not—be appropriate for any particular organization. Careful consideration is required to determine if it is an unnecessary layer of bureaucracy or a project management tool that can improve the quality and efficiency of project management deliverables.

Learning Objectives

After completing this chapter, you should be able to:

1. Understand the possible roles of a Project Management Office.

2. Gain an awareness of various PMO implementation approaches.

3. Understand the cultural and process changes required to successfully manage projects with PMO oversight.

Tipping Point

There is a point where—exactly when and where is debatable—a sound business case ...

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