At one of the largest avionics groups based in APAC it was senior management's perspective that gathering detailed information about portfolio, program project status becomes more and more pressing as the organisation grows and matures in terms of Program and Project delivery and its people’s culture

The organisation decided that the professionals who staff their project offices should be experienced and trained in program and project management skills. At the local level, the organisation has been using the Project Office to push the organisation to change its culture from a reactive style to a project oriented proactive organisation.

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The trigger points to start the journey were by asking the organisation some key questions

  • What is the PMO's fundamental purpose and goals?

  • What is the scope of the PMO based on organisation needs and target organisational maturity?

  • What core services will the PMO provide and how will success/value be measured?

  • Who does the PMO report to and who comprises the PMO team?

  • When will the PMO be in business and when will the core services be delivered?


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