Project Management Office (PMO) - From project management to enterprise project management (EPM) culture

被引：0
|
作者：
Celar, S.
机构：
来源：
ANNALS OF DAAAM FOR 2007 & PROCEEDINGS OF THE 18TH INTERNATIONAL DAAAM SYMPOSIUM: INTELLIGENT MANUFACTURING & AUTOMATION: FOCUS ON CREATIVITY, RESPONSIBILITY, AND ETHICS OF ENGINEERS | 2007年
关键词：
information communication technology (ICT); critical success factors (CSF); project/program/portfolio management; project management office (PMO); PMO maturity model; enterprise project management (EPAP;
D O I：
暂无
中图分类号：
TP [自动化技术、计算机技术];
学科分类号：
0812 ;
摘要：
After software engineering got results in information communication technology (ICT) projects, many companies tried to establish Project Management Office (PMO) concept. PMO is one of the newest and fastest growing concepts in project management today. Actual case studies show that PMO concept is suitable for almost all vertical industries but is not enough mature. Although the PMO could be revolutionary idea in a company, the, establishing of the PMO is evolutionary process. Originally introduced to control a process of delivering of project outcomes, PMO is today dealing more and more with program management and portfolio management. Program management and portfolio management lead PMO also to an enterprise project management (EPM) culture. EPM converts a tactical PMO into a strategic PMO.
引用
收藏
页码：135 / 136
页数：2
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