Strong signals

When organizations move forward with establishing a project management office (PMO), often after they have already informally practiced project management to realize a variety of initiatives, executives expect that the PMO will enable the company to realize projects more effectively and efficiently. This article discusses the benefits organizations can generate as a result of establishing a PMO, benefits such as improving communication with key stakeholders, pooling resources to save money, and synergizing organizational efforts to realize common goals. It also identifies the challenges that project managers and executives may encounter when attempting to initiate a PMO, including those issues related to organizational structure and enterprise authority. It concludes by explaining how organizations can use PMOs to unify their operations and to standardize their enterprise-wide project management best practices. Accompanying this article is a sidebar reporting on PMI's current effort to update its popular OPM3
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