- This book aims to help PMO people to set up and manage a temporary PMO that effectively supports the associated project or programme.
- The book targets anyone involved in setting up or running a temporary PMO, based on IPMA and P3O.
The stated aim of this book is to show the reader how to create and maintain a business-driven PMO, because PMOs that are driven by the needs of the business succeed, whereas PMOs that are driven by other motivations fail.
The book sets this out in a pattern of alternating chapters – one explaining a point from a theoretical or academic perspective, which is then supported by a shorter chapter or two demonstrating that point working in practice.
Rather than go through summarising each chapter, I thought it might be more helpful to list some interesting points or “Aha!” moments that I found in this book (and there were many). Continue reading “Business-driven PMO setup – Practical insights, techniques and case examples for ensuring success (Book Review)”
THE INTERIOR OF A DIRTY CITY PUB. A SHADY BACK ROOM WITH A CONSPIRATORIAL ATMOSPHERE. We join a meeting of the Project Managers’ Revolutionary Front, where Brother Reg (the chairman of the meeting) is proposing a motion to the members (all Project Managers), and a CxO guest… Continue reading “What has the PMO ever done for us?”
All over the web you will see people asking or debating what the “P” stands for in PMO. The “MO” stands for “Management Office”, but the “P” can stand for Project, Programme or Portfolio depending on the organisational context.
Axelos use the term P3O® to cover all three, but this is also confusing as the insertion of the “3” makes many people think that the final “O” is actually a “0” (zero) rather than the “O” of “Office”.
This can of course lead to confusion, so I suggest making a small alteration to remove the ambiguity. In my own writing I use:
This makes it very clear which kind of PMO we are talking about. Simples!!
What do you think?