Executives clearly support some measure of program and portfolio management in principle — but too often we speak with executives whose portfolio management offices (PMOs) continue to underperform.
These executives have expectations that the program or PMO will boost performance, inform decision making and accelerate the organization’s ability to adopt new methods, change and build new things. However, these are goals that will not be met by complacent zombie PMOs.
This research will help characterize healthy, high-capability PMOs and, if necessary, provide guidance to help get your team back on the right track.
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