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  • Critical success factors (CSFs) affecting project performance in Turkish IT sector member content open

    By Uluocak, Burak Information technology (IT) projects often are more complex and less predictable than other types of projects, such as construction and engineering (Ewusi-Mensah, 1997; Kapur, 1999; Rodriquez-Repiso…

  • Breaking the PMO sound barrier member content open

    By Clenchy, Carey | Mo, Johnny Project management offices (PMOs) over the past few years have had a difficult time gaining momentum in organizations and demonstrating real value and business benefits. Typically, PMOs are…

  • Maturing project management in New York State government member content open

    By Nuding, Jeffrey C. New York State has a long history of individuals and organizations, public and private, recognizing the value of formal project management, and also taking leading roles in advancement of project…

  • Integrating the IT PMO with enterprise architecture for better government member content open

    By Schomburg, Kelly | Barker, Troy Both the information technology (IT) project management office (PMO) and enterprise architecture (EA) are gaining influence and responsibility in public sector organizations. Both entities offer…

  • COTS project management strategy from a state government PMO perspective member content open

    By Douglas, Joyce We all work in environments in which government funding is stretched, program resources are syphoned, disparate applications are waiting on future funds for cycles to implement backlogged features,…

  • A new approach for enabling your IT program to achieve results member content open

    By Murray, Diane The program management office (PMO) has earned its stripes as the method of choice for guiding large information technology (IT) programs to the finish line on time and on budget. But today, that…

  • Lean and mighty member content open

    By Rastogi, Anjali | Pratt, Deborah Despite the benefits that operating a project management office (PMO) can generate, many voices have both questioned and criticized the value of establishing a PMO. Mostly because, as research shows…

  • Using cross project learning to improve project management member content open

    By Wasiyo, Khaitsa With each new project comes many opportunities to generate new knowledge and apply the lessons learned from previous projects. Understanding this cycle is particularly important when managing…

  • The impact of the project management office on Information Technology Project J member content open

    By Stewart, Jake In response to the numerous studies citing the consistently high rate of IT project failure, many project professionals have advocated the use of a project management office (PMO). This paper…

  • The PMO as a centre of excellence member content open

    By Barbero, Maria Cristina | Copetti, Giuseppina There are many types of project management offices (PMOs). To establish an effective unit, organizations must determine which type of PMO best matches their operational needs and organizational…

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