From chaos to control

When a telecom giant's business expanded throughout Latin America and the Caribbean, its division within the region lacked control of its project portfolio metrics. This article features the previous director of the company's project management office (and now director of the operations transformation program) discussing how his organization implemented project management practices, built a strong PMO, and increased the number of Project Management Professional (PMP)®-certified project managers. In doing so, it identifies the three goals the PMO developed to align the division with the organization's objectives and explains how project team members honed their people skills. As a result, the visibility and control over projects and profit margins have increased.
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