The right crew wanted

Too often when organizations decide they need a PMO, they look around, see who's available and put them in the role. This article, which is the second in a series in a special section on strengthening, staffing and starting a PMO, discusses how to staff a PMO. It begins by explaining how happenstance reshuffling can hamstring a PMO that might be a powerhouse if it were staffed with the right people. It then describes how leadership skills should be the number one objective when selecting the PMO leader. It explains how a strong PMO leader operates and benefits any organization and examines describes how the best leader is also determined by where the PMO sits within the organization. It also suggests steps for leaders in lower-level PMOs. The article then explores the importance of project management training and certification. It discusses how diverse backgrounds and experience levels make it easier to dole out responsibilities and keep staff members engaged and invested. In addition, the article examines ho
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