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


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


  • 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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