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2025年的项目管理办公室

Are you ready to meet the future yet? Kevin Korterud for the 2025 management office (PMO) made ​​four bold prediction. More complex projects, widespread shortage of workers and skills, these trends pose a challenge in today PMO will only strengthen in the future. The following is a response to the project management office can do:

Giant Project Management Office

It may occur in the future Korterud so-called “mega project management office.” This monster will go beyond the role of management enterprise project management office and extend the tactical and operational services included. This centralized command structure to ensure against risk and accelerate project delivery.

Giant Project Management Office partitions

Inside the giant project management office, there may be a partition, it is in a three-part solution to tactical, strategic and operational needs. One example is the creation of a specialized functional departments, it is equipped with high-tech talent, responsible for carrying out the work program update, production status reports and financial tracking and other management activities.

Unified project manager

A “unified project manager” will do a lot of work to coordinate the various activities within the organization. Supervision of the project will be conducted at the organizational level, all project managers to cooperate and share their skills.

Main Control Room

The last one on the main control room of the forecast. It is the product of a single project management office, changes mentioned above are closely linked. The control room may be similar to the production control room, which is full of display and event processing chamber, above all show a consistent state to succeed.

阅读原文(英文版): http://www.projectmanagement.com/blog/Voices-on-Project-Management/11473/

大约 Eric Anderson

Eric Anderson is a staff writer for CAI's Accelerating IT Success. He is an intern at Computer Aid Inc., pursuing his master's degree in communications at Penn State University.

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项目管理直觉

您在生活中经常听到有人说:“相信您的直觉。”发表于PM Student的一篇文章赞同这种态度,因为作者回忆了有一次不听她的直觉而使得她的计划完全失控。 作者在一个采用平衡矩阵的组织中领导一个项目,这意味着她和各种资源的职能部门经理共享同等权力。为了完成她的项目,她需要是另一个职能经理底下的资源的人来帮助。但是,经理不得不说,如果您想与该经理的资源的谈话,您只能通过她(经理)。作者只能与她所需要的资源间接接触。 该经理向作者保证,该资源正在从事其项目的工作。作者很是怀疑,但她偏偏不听她的直觉。当

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