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Leading a Successful PMO: 10 Real-World Strategies |
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Managing the project portfolio can turn into a real juggling act if you are not careful. Imagine the pressure of having 10, 30, 50 or more projects in the pipeline, some active, some in the middle of implementation with an ever-growing backlog of projects waiting in the wings. The secret to leading a successful PMO might just be avoiding the pitfalls of having too many project balls in the air at one time, while not having the PMO be the black hole of project oblivion.
Before the emergence of PMOs, most organizations looked to the CIO to manage the portfolio of “IT” projects. As corporate leaders become more enlightened they come to realize that there are few “IT” projects but many enterprise-enabling ones with a vast array of stakeholders…and thus the PMO was born.
Leading the successful PMO requires a unique blend of prudent judgment and finesse that is rare among the CIO and CFO crowd.
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