Programme and Project Maturity – Part 3 of 5. The PMO Value Proposition
This advisory is the third in a series which discusses the value proposition for the project and/or programme management office (PMO). In the first and second parts of this advisory series, we discussed the need for maturity in project management and the need for a mature project management framework (PMF) to support success in the completion of projects.
Effective project management requires an effective PMO to achieve the controls necessary to manage the processes within the PMF, and to ensure the delivery of each business outcome is prioritised to meet the desired business objectives.
Without an effective PMO, your organisation’s ability to track business performance against delivery of new or enhanced capabilities being delivered by projects will be limited or potentially catastrophic.
About The Advisor
Mike Mitchelmore is an IBRS advisor specialising in the areas of ICT strategy, program and project management, ICT service delivery and telecommunications. Mike has more than 40 years of experience in the ICT industry during which he has successfully led engagements in the design and deployment of a global telecommunications networks and IT platforms, negotiated managed telecommunications services, introduced new capabilities for call centres and consolidated ICT systems to focus on service delivery for citizen facing services. Mike has also assisted clients in ICT strategy, support planning, system design and architecture, and procurement strategies. Mike is a graduate of the Australian Army Command and Staff College, and the Royal Military College of Science (UK). He holds a degree in Social Science (human resource development), and graduate diplomas in Management Studies and Telecommunications Systems Management. Mike is a certified PRINCE 2 Practitioner and an ITIL (V2) Manager.