Implementing a PMO with an OPM3™ roadmap

Project managers face a daunting challenge when attempting to convince executives to invest in enterprise wide project management, especially when such an effort involves a Program Management Office (PMO). This paper examines a case on this topic, one in which project managers at a Canadian Parliamentary body responsible for realizing major construction projects used PMI's OPM3® to obtain executive support for project management, secure ownership of an organizational improvement plan, stimulate knowledge exchanges on PMO best practices between their organization and other industry-leading firms, and implement a PMO to demonstrate the value of organizational project management. In doing so, it examines the background of the implementation effort and the reasons why OPM3® was the tool selected to help elevate construction industry maturity. It also discusses the process of building a convincing value proposal and a PMO roadmap. It then details the three phases--feasibility, planning, and implementation--of real
registered user content locked

Log in or join PMI to gain access

or Register

Advertisement

Advertisement

Related Content

Advertisement

Publishing or acceptance of an advertisement is neither a guarantee nor endorsement of the advertiser's product or service. View advertising policy.