PMO – Models and structures
Conclusion: Project management in organisations is commonplace. Organisations then seek to establish a Project Management Office (PMO) as a more permanent centre for project coordination. PMOs may start in the technology division and expand or may be established outside the ICT area. Knowing what the various models and structures are is important. Knowing how to assess the maturity and environment within the organisation and selecting the appropriate approach with empathy and common sense is critical to success.
About The Advisor
Sue Johnston is an IBRS advisor who focuses on strategy and governance of private and public enterprise ICT. She is an accomplished and innovative strategist with more than 25 years’ IT and business experience across the public and private sectors. Sue has held a number of senior executive positions with IT vendors and major management consulting companies and provides coaching to IT teams looking to change the conversation with their customers, their executive and each other. As a CIO, she has led the ICT function through signiﬁcant transformation for organisations such as Department of the Premier and Cabinet, Auscript Australasia and TriCare Limited. Sue has also run a successful software development company and transitioned the company through an acquisition process. Sue chaired Innovation Committee in State Government which was responsible for generating, developing and funding innovative ideas and improving the skills and capabilities of public sector staﬀ in pitching ideas and successfully executing innovation projects.