Project Management Office

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.

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.

How can bringing business sponsors and IT expertise together ensure that change initiatives are set up for success?