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Many organizations think they have a PMO when in reality, it is only a PMO in name. They struggle with flawed governance and with the wrong members hesitating to make uninformed decisions. The business goes around the project office when it really needs to get things done because the PMO is "getting in the way." Poorly conceived PMOs become a flawed piece of bureaucracy that is time-consuming, out-of-date, unhelpful, and even inaccurate. The business is not engaged.
But there is a light at the end of the tunnel. Find out how to create a PMO that enables quality project execution, portfolio prioritization, reporting, and financial and resource management, and learn how the PMO is evolving. As the PMO morphs into more of a demand management model, it is changing into the relationship management function for IT and the business &mdash becoming the "face of IT and the CIO" to the business.
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