The 99% of organizations have a global portfolio of projects and/or products at both the program and portfolio levels. However, recent research from 2020 onwards worldwide indicates that many of these organizations lack a management office to effectively lead their global portfolio.
This office is known as a PMO (Project Management Office). In today’s turbulent and ever-changing times, organizations are required to evolve not only their business but also the management of the portfolio that drives their business. This applies not only to the private sector but also to the public sector, which manages millions of economic units for projects such as technological, infrastructure, digital transformation, and social projects, among many others.
This publication is primarily directed towards PMO members, leaders, and sponsors who seek to have all the necessary and essential foundations and information to identify and answer the following questions: What type of office do we currently have? What type of office is ideal for our organization? What roles do we need to identify? How do we assess the maturity level of the current portfolio? Which methodology(ies), method(s), or frameworks are suitable for our organization, whether it’s waterfall, agile, or hybrid? Who should lead a PMO and why? And, of course, what is the evolution of a PMO? with different proposals such as a VMO, SMO, APMO, VAMPO, OTG, PSO.
This publication aims to provide readers with a global, cross-cutting, strategic, and up-to-date vision while also considering future perspectives to confidently lead a global portfolio, regardless of whether it is in the public or private sector, or in any industry. It serves as a reliable resource for transitioning to the Design Phase of their PMO with confidence.
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