Gartner Research

Program and Project Management; CIO Desk Reference Chapter 20, Updated Q3 2012

Published: 30 September 2012

ID: G00247229

Analyst(s): Donna Fitzgerald , Matt Light , Audrey Apfel

Summary

The project management office must develop the ability to look across all ongoing and planned projects to develop recommendations for management of the overall environment.

Table Of Contents
  • Overview
  • CIO CALL TO ACTION
  • CONCLUSIONS

Analysis

  • PMO as Control Tower: Safe Takeoffs and Landings
    • Project Chartering
    • PPM Dashboards and strategy maps
    • The PMO and Decision Making
  • PMOs: One Size Does Not Fit All
    • The Role of the PMO
    • The Gartner PPM Maturity Model
    • ITScore for Program and Portfolio Management
  • Mapping the Seven PMO Structures to the Maturity Levels
    • Communities of Practice Work Well at Level Zero
    • Project Support Office Helps at Level 1
    • The PMO as Centralized Control Point at Level 2
    • Picking the Right Structure for Level 3 — Portfolio Offices, Centers of Excellence and Best Practice Councils
    • Picking the Right PMO Structures for Level 4
    • Level 5 — The Rise of the True Enterprise Program Management Office
    • Mapping Between the Original Repository/Coach/Manager Model and the New PMO Maturity Model
    • Recommendations
  • Conclusions
    • CIO Call to Action
    • Conclusions

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