A new prescription

Not all projects should be pursued; however, one health care delivery system was approving every project requested. Then a new portfolio management office director was appointed. This article features the portfolio management office director for a non-profit health care delivery system discussing how he transformed the organization's portfolio management office (PMO) into a business-driven PMO aimed at helping ensure each of the not-for-profit's 14 hospitals benefit from the organization's limited IT resources. In doing so, it identifies how the organization's approach to portfolio management has changed and answers why the PMO focused on resource planning. It also reveals the benefits and lessons learned.
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