2002•Unpublished venueRequires access

Project management office: implementation issues

Parvis F. Rad

Open publisher page 2 citations

Abstract

Increasingly, more organizations opt to establish project management office (PMO) to support and manage the project management efforts. PMO is referred to by different titles such as project office, project management office, project management center-of excellence, or directorate of project management. In this paper, the implementation issues of such an approach are examined.

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What this paper is about

Increasingly, more organizations opt to establish project management office (PMO) to support and manage the project management efforts. PMO is referred to by different titles such as project office, project management office, project management center-of excellence, or directorate of project management. In this paper, the implementation issues of such an approach are examined.

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OpenAlex reports 2 citations for this work. Citation counts describe recorded attention and do not establish research quality.

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Available abstract

Increasingly, more organizations opt to establish project management office (PMO) to support and manage the project management efforts. PMO is referred to by different titles such as project office, project management office, project management center-of excellence, or directorate of project management. In this paper, the implementation issues of such an approach are examined.

Key concepts: OPM3, Project management, Program management, Engineering management, Project management triangle, Extreme project management, Project charter, Project stakeholder

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