Portfolio Management and the PMO: Cost Center or Revenue Driver?
April 09, 2015
In many organizations, the Program/Project Management Office (PMO) is viewed as purely a cost center, so it becomes marginalized by additional layers of bureaucracy, oversight and cost. But the essence of the PMO and portfolio management in general is to add value to the organization.
So how do organizations reconcile the cost of the PMO versus the value it adds? The short answer is to flip the conversation on its head and talk about the PMO as a revenue driver rather than a cost center.
In this hour-long webinar, Global Knowledge PMP-certified senior product manager Daniel Stober will explain how, by focusing on efficiencies gained and reduced waste, you can shift the conversation from the PMO being a necessary evil to the PMO being critical for organizational success.
Dan Stober is a PMP-certified senior product manager with more than ten years of experience managing projects. His experience includes managing projects for the U.S. government in the United States, Middle East and Europe.