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PMO and Portfolio Management

PMO and Portfolio Management

Approach to building organizational units that perform PMO functions – so-called portfolio offices as well as project and/or programme offices. Good practices of project portfolio management – from the strategic decision-making perspective.

Approach to building organizational units that perform PMO functions (so-called portfolio offices as well as project and/or programme offices) and good practices of project portfolio management – from the strategic decision-making perspective.

What should a project office be responsible for? What role can a portfolio office play in an organization? What kind of people should be employed in such support units? Should project managers be employed within project offices or maybe in business units? Who appoints the PMO?

We explain and justify the answers to the above questions.

Portfolio management focuses on how to make the right decisions about investing in programmes and projects (as a means of delivering business change) that achieve strategic objectives and meet business priorities.

Good portfolio management practices ensure:

  • delivery of programmes and projects in the right context of the organisation’s strategic objectives,
  • maximum realisation of benefits,
  • identifying, disseminating and applying lessons learned.

 

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CONTACT US
Dział Handlowy

Dział Handlowy

(+48) 801 55 66 32

szkolenia@omec.pl

Benefits
  • Ability to detect redundant and repetitive initiatives
  • Informed decision-making in the context of strategic alignment and strategic priorities
  • Managing dependencies and constraints
  • Optimising the use of resources
  • Redirect resources to projects that better meet the organisation's strategic objectives
  • Effective realisation of benefits through a proactive approach to resources
  • Increased transparency and accountability for projects
  • Increased engagement and improved communication
  • Ability to effectively deliver project outcomes.