Project Management Office

Amid economic uncertainty, organisations must prioritise projects wisely. The reimagined EPMO plays a key role in assessing value, resourcing impacts, and risk for optimal project selection.

Getting a business case across the line in challenging times relies on three things: Clear scope, minimal assumptions, and a compelling theory of change.

The EPMO is making a resurgence in the agile-dominated scene, blending traditional and modern methodologies for optimal project management.

As project management evolves, a hybrid model combining EPMO's strategic oversight with Agile's flexibility is gaining traction, offering the best of both worlds.

The PMO is having to evolve to meet the challenges of what has been referred to as a year of "wait and see", echoing the uncertainty of a global community at crossroads.

We spoke to Quay’s Principal Consultant, Jon Pascoe, to get his insights about why managing the dependencies between teams, budgets, and projects are critical to driving out maximum value and how PMOs play a critical role.

Preparing for a downturn can have significant implications on upcoming and inflight projects, and place increased demands on the PMO. It’s better to be prepared with plans to respond rather be caught by surprise when requests for more information start coming in. Here’s what’s important.

Most project goals aim to improve an organisation’s capability, and in doing so often creates efficiencies, but what happens when the goal itself is the cost out.

The PMO is making something of a resurgence in many organisations, as change and shifting workforce demands are challenging their ability to keep an eye on the trajectories of costs, benefits, and ROI.

Some initiatives are just big and complex - when does it make sense to set up a program PMO, what should they be doing and how much value can it really add?