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For Application Development & Delivery Professionals
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December 31, 2009 Leverage PMO Skills To Build Program Management Competencywith Phil Murphy, Mary Gerush, David D'Silva |
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Executive Summary
Programs may spawn dozens or hundreds of projects, each of which accomplishes a unit of work that is meaningful to the business and may take guidance from a project management office (PMO). Programs are typically large and important enough to involve virtually every nontechnical business unit including legal, audit, and finance. By definition, they are so large that they require a multidisciplinary program office (PO). What is the difference between a PMO and a PO? If you are confused, you aren't alone. The differences between the two are significant, and applications professionals who don't define and govern them accordingly are missing an opportunity to fundamentally improve project and program success.
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