If I were CEO of a large company today, I might be discouraged to learn how ineffectively project management offices operate and how frequently they end up being closed or restructured. It takes a lot of energy and resources to establish a PMO, staff it properly and integrate it into the company, so it would be hard to accept that the work was largely squandered. After all, PMOs are formed in part to help deploy corporate resources effectively.
The unfortunate trend is predictable. PMOs get launched for a reason. Something changes; the PMO does not. It becomes less relevant, less useful and finally no one owns it. And, there we are – one less PMO and one more discouraged CEO.
Register or login for access to this item and much more
All Information Management content is archived after seven days.
Community members receive:
- All recent and archived articles
- Conference offers and updates
- A full menu of enewsletter options
- Web seminars, white papers, ebooks
Already have an account? Log In
Don't have an account? Register for Free Unlimited Access