Project Management Office

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.

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.

Scale, cost, and value: What are the key considerations when deciding to keep your PMO in-house vs outsourcing it?

Should the Delivery PMO remain independent of the Program Director or is it essential that they are deeply involved?

To centralise or to not centralise? The core value of the PMO is in maintaining and cultivating better governance.