Forrester

Why Read This Report

Program management offices (PMOs) are too frequently viewed as IT management overhead, especially when they focus on portfolio governance and oversight, rather than management of individual projects. The justification for a PMO must be just as compelling when looking at its impact on the overall value of IT delivery as it is for any one project. CIOs and their executive staff responsible for the IT portfolio must measure and communicate the effectiveness of their PMO in achieving IT goals — keeping in mind their stakeholders' perspective.