The challenges of a pandemic-impacted project world are numerous and the PMO has never been more necessary for successfully navigating crises and managing the digital investment slate.
Smart companies are recognising that how they manage the investment project slate will be the vital arbiter for success on the other side of COVID-19. Michael Knapp explores the role EPMO will have to play.
The PMO is increasingly being called on to prove its ability to support executive decision making by delivering reliable and accurate information.
Artificial intelligence in project delivery is still to be fully realised, however AI has a potentially valuable place in the PMO.
It’s an ePMO Manager’s worst nightmare: Occupying that place between compliance and reporting vs the ability to drive real value into an organisation’s delivery capability.
If the challenge for business is to create a delivery environment that allows for experimentation, innovation, and creativity, what happens to the 'conventional' PMO?
The rapid adoption of Agile has many organisations wondering how it fits within the traditional PMO. We sat with Agile & Assurance Consultant Matt Sharpe to answer five critical questions.
The PMO is evolving and as it does, PMO teams need to be able to adopt new habits to balance out the traditional ones if they are to deliver both predictability and innovation.