Delivering the goods

Too frequently, executives view their project management offices (PMOs) as another administrative expense that they can cut when they need to scale back the organization's budget. But the cause of this cost-cutting measure is not simple economics but usually the PMO's failure to generate significant value that justify the organization's investment. This article discusses how PMOs can deliver the kind of value that organizations need, value that also ensures the PMO's survival. In doing so, it identifies the value that PMOs must provide--especially during the current economic downturn--to their organizations. It explains how one PMO successfully supported an effort to integrate two business units; it suggests how PMOs can deliver value and justify organizational investments in PMO activities. It then describes the dynamics of using a PMO to realize organizational strategies, noting the types of support that can help a PMO prove the business value and benefits it generates and provides.
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