The working relationship between project boards, project managers and teams through the project lifecycle can be inconsistent across projects, impacting on project delivery success and overall project capability uplift.
Organisations increasingly rely on the project management office (PMO) to assist in identifying and prioritising projects across the enterprise.
There is an increasing demand on IT and digital departments to establish or revitalise an IT governance or project management office function to guide consistent project delivery, unify reporting and support business and capacity planning. There are numerous formal methods and frameworks, to baseline and measure PMO maturation efforts.
In these days of limited resources, companies require effective strategies to optimise their IT spend. Project prioritisation is key to this outcome, but it’s not as straightforward as many believe.
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