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Conference Paper PMO, Stakeholder Engagement, Portfolio Management 13 May 2016
Project management office in a non-project organization as a virus or an evolution driver?
By Grossman, Alina The mere presence of a project management office (PMO) neither guarantees the efficiency of a project management system in an organization nor contributes to its overall value. Project management…
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Conference Paper Change Management, Stakeholder Engagement, PMO, Program Management 10 October 2015
Improving stakeholder management using change management tools
By Rittenhouse, Jeralyn Project and program outcomes may be improved by more effectively identifying, planning for, and responding to common stakeholder change resistance challenges through the use of change management…
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Conference Paper PMO, Requirements Management, Quality Management, Stakeholder Engagement 11 February 2009
Delivering successful projects--every time
By Kumar, Victoria S. Research has shown that project success stems from specific elements. This paper examines four major contributors to project success--managing requirements, using a formal methodology, adopting…
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Conference Paper PMO, Stakeholder Engagement 2007
Managing project sponsorship
By Englund, Randall L. | Bucero, Alfonso A project's sponsor influences--through their demonstrated behavior--the way a project team performs. And one factor that significantly shapes a project team's success is the relationship between a…
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Conference Paper Portfolio Management, PMO, Program Management, Strategy, Benefits Realization, Stakeholder Engagement 2006
Supersizing PMO performance
By Bourne, Lynda Many technically competent project management offices (PMOs) fail to maximize the value they can provide to their host organizations. Such PMOs-because they often focus only on technology, data, and…
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Conference Paper PMO, Stakeholder Engagement 25 May 2005
The executive sponsor--the hinge upon which organisational project management maturity turns?
By Cooke-Davies, Terry There are today many models for measuring an organization's project management maturity. But the information acquired from these models is often ambiguous. This paper explains the source of this…
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Conference Paper Portfolio Management, PMO, Stakeholder Engagement 26 October 2004
Creating executive value awareness
By Hill, Gerard M. Although executives usually value project management for the technical capacity and competency it provides to their organization, they rarely think of the discipline as a prominent organizational…
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