TAILIEUCHUNG - PMO: Project management office

There is an important lesson that may be inferred from Jason's book. From his descriptions of project management methodologies it is clear that what Jason has in mind is the "project life cycle" or, as we prefer to call it, the "project life span". After all, the project life span is defined as: "The complete set of time periods through which a project passes sequentially in a logical and orderly manner". Further, a project may be defined as: "A process or undertaking that encompasses an entire set of activities having . . . well defined objectives" and a process. | PMO Project management office An organisational body or entity assigned various responsibilities related to the centralised and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to being responsible for the direct management of a projecti PMO Services Basic support services Administrative support for project managers Collating and reporting project status to senior management Providing standards methodologies and a set of PM tools Managing project documentation including risk registers schedules incident logs etc Promoting project management within the organisation t5 Providing estimating scheduling and risk management expertise to PMs I Coordinating plans between projects and monitoring resource use Q. - . . Monitoring and reviewing project performance s oj Implementing and operating a project information system and or scorecard o Quality monitoring and enforcement of standards Developing competencies of personnel including training and mentoring for project managers Advising project and programme managers Evaluating project managers performance Recruiting selecting and or allocating project managers Recording analysing and disseminating lessons learned Identifying selecting and prioritising new projects including involvement in benefits c management and business cases contingencies etc o o Í2 Allocating resources between projects and programmes p Ũ Providing advice and recommendations to senior management u Conducting project health checks and post-project reviews co 5 Monitoring and reviewing PMO performance and its effect on project delivery 1 Why do organisations have PMOs Across the globe organisations are spending increasing sums of money on executing projects and programmes. Managing change successfully has become a significant factor in organisational success and investment in projects and programmes is integral to that success. However many organisations

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