08 Feb 2018
Previous blog posts have argued that the PMO is fast becoming the de facto organisational structure for standardising project management best-practice, ensuring that projects and programmes are delivered on time, on budget, with agreed outcomes achieved.
This view has been reinforced in a recent series of six short video interviews with Mark A. Langley, CEO and President of the Project Management Institute, published on the European CEO web site.
The videos explore the organisational competencies required to become a ‘project management champion’. Organising project managers with a PMO or Enterprise PMO is one of the five main characteristics distinguishing a ‘project management champion’ from an underperforming organisation.
The other four characteristics are a focus on talent development for project and programme managers; a system of executive sponsorship; a focus on benefits realisation management; agility and agile practices.