PMOs have had a tough time staying relevant, so we ask: Is it possible to revitalise a flailing 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.
A high functioning PMO is necessary to deliver successful programs and portfolios, however, at what point can a PMO evolve to focus on leadership and not just good governance?
As the PMO is dogged by the challenge of remaining relevant, its ability to support successful project outcomes is incumbent upon the view from the top as a sustainable, value-led proposition.