The Transformation office and PMO: how to achieve breakthrough value?

The Transformation office and PMO: how to achieve breakthrough value?

More and more companies set up a project management office (PMO) in order to lead major transformation programs and to avoid program failure. Unfortunately, traditional PMOs have become quite ineffective at managing transformation initiatives to achieve results. Further, the added value of PMOs is not always perceived and they tend to be considered as an administrative layer that gathers project information and generates reports for the top management. Transformation offices seem to be the solution. They are action-oriented, have the credibility to make decisions regarding priorities, schedule and investments and are focus on value creation opportunities. But if they want to work on an efficient and pragmatic way, to create a framework that ensures value delivery and to move fast and to reinvent themselves when necessary, they need to work side by side with corporate PMOs. These two entities reinforce each other. What are the key factor successes of this collaboration? Why? How do they achieve breakthrough value?

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