The PMO & Project Methodologies
Many view the Project Management Office (PMO) as the strategic driver for organisational excellence which seeks to enhance the practices of execution management, governance and strategic change leadership. Having a successful PMO can be key to achieving many projects and understanding what makes one successful is critical.
In June 2012 The Corporate IT Forum conducted a Reality Checker survey to provide organisations a benchmark with which they can compare the actions and remit of their PMO with and work towards achieving best practice. Key findings show there is little strategic view, training has changed significantly over the last three years and managing problem projects is still complicated. Contributing organisations represent an annual IT spend of £12.2 billion, employ 1.3M people and have over 1,100 years experience with PMOs and project methodologies.
- PMO is operationally focussed on measuring and reporting.
- Weakest area is 'project follow-up' on completion of project.
- PRINCE is methodology of choice; Scrum and Agile popularity growing.
- Stakeholders engaged on both weekly and monthly basis.
- Training for PMO team sourced from external, accredited providers.
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