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Conference Paper PMO 3 October 2002
Seminars & Symposium
Case study--establishing a project office in a financial services organization
By McCall-Peat, Colin To thrive in today's dynamic and highly competitive global marketplace, an increasing number of corporations are establishing project offices (POs) to better manage their projects, more efficiently…
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Conference Paper PMO 3 October 2002
Seminars & Symposium
The role of the project management office in achieving project success
By Dai, Christine Xiaoyi As the practice of project management has become more globally prominent, so too have many organizations operating worldwide initiated project management offices (PMOs) to monitor and assess their…
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Conference Paper PMO 3 October 2002
Seminars & Symposium
How to create a world-class project management organization
By Lavingia, Nick J. A company that consistently selects right projects and executes them with excellence can improve return on capital employed (ROCE) and ultimately total shareholder return (TSR). In today's…
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Conference Paper PMO, Talent Management, Resource Management 3 October 2002
Seminars & Symposium
Staffing your strategic project office
By Crawford, J. Kent In ensuring that projects align with strategy, strategic project offices (SPOs) can significantly improve the outcomes organizations realize from practicing project management. But to generate the…
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Conference Paper PMO, Portfolio Management, Program Management 3 October 2002
Seminars & Symposium
Organizational project management maturity at The New York Times
By Burns, Janet | Crawford, J. Kent This paper is designed to provide a real-life application of a project management maturity model to the New York Times Company. Research includes data gathered for the baseline project management…
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Conference Paper PMO, Portfolio Management, Program Management 3 October 2002
Seminars & Symposium
Benchmarking project management maturity
By Pennypacker, James S. Learn the value of using a maturity model to develop the steps needed to move your organization to higher levels of performance. The results of a survey of 126 senior-level project management…
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Conference Paper Change Management, PMO 3 October 2002
Seminars & Symposium
Cultural and logistic challenges of integrating project management best practices into a global organization
By Lohse, Gary M. | Hjelmsmark, Henrik | Ingram, Martin Imagine working for an international company with total sales of 1.8 billion Euro, 10,500 employees, 35 production units and 100 subsidiaries in 50 countries. Your task is to establish a single…
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Conference Paper PMO, Strategy 3 October 2002
Seminars & Symposium
The enterprise project life cycle--integrating project management into the business
By Colby, Salena | Gothard, Barbara Many companies implement solid project management methods and establish a project management office (PMO) to support and oversee their use. Why don't these PMOs gain the acceptance and results they…
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Conference Paper PMO, Strategy, Portfolio Management, Program Management 3 October 2002
Seminars & Symposium
Enterprise project management
By Gaddie, Shelley | Charter, Meg Enterprise project management (EPM) is based on the principle that an organization's vision, mission, strategies, goals, and objectives are a set of projects that--when effectively defined,…
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Conference Paper PMO 3 October 2002
Seminars & Symposium
The "accidental" program management office (PMO)
By Walton, Alex At the 1992 PMI Symposium, Bob Graham introduced us to an interesting concept, the "Accidental Project Manager". Now, after almost 10 years of explosive growth in the practice of project management,…
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