The various definitions of PMO and PPM often overlap. Not exactly a critical issue, admittedly; but when their functions overlap – what they actually do - it’s different. It can confuse the organization, hamper its ability to get things done smoothly and profitably, and undermine the credibility both of the PMO and PPM.
This Whitepaper includes:
- Defining the roles of PPM and PMO
- The functions and benefits of the PMO
- Major PMO models
- The functions and benefits of PPM
- How the PMO and PPM work together
- The strategic role of technology in PMO and PPM planning
Defining the Roles of PMO and PPM
The goal of this paper is to help simplify the alphabet soup of Project Portfolio Management (PPM), the Program Management Office (PMO) and Project Management (PM). A big part of the problem when trying to work through the myriad details of PMO, PPM, and PM, is the complexity and confusion involved, not only by the acronyms themselves, but also with the many different definitions of these disciplines provided by industry experts. For example, it’s not unusual to see PMO described as both an oversight function and the key project execution engine. Worse yet, PPM is tasked by different groups with exactly the same deliverables as the PMO. KeyedInTM has a great deal of experience in this area and in this white paper we will help to clear up a lot of the confusion. In order to eliminate some of the confusion, we are first going to define the differing roles of PPM and PMO. Next, we will talk about how these different functions can best work together to serve the corporate mandate. We’ll talk about the specific deliverables of PPM, the PMO, and PM. Then we will explore why you need both a strategic and operational focus to be effective and, finally, we will briefly share how KeyedIn Projects can help you to achieve your objectives.
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