by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Feb Mar 2014
www.aipm.com.au Project Manager 37 In some organisations, the EPMO will oversee the management of all strategic bene ts from projects. Measuring success e EPMO is more likely to receive continuous support from the management team if it can provide both quanti able and qualitative data on projects that it is responsible for overseeing on a regular basis. is data can include a comparison of the number of projects as well as the changes that have occur red since the implementation of the EPMO. ese measures need not only focus on the number of successful projects. ey also need to focus on the following areas: • Comparisons of project success before and after the implementation of the EPMO. • Ensuring benefts are realised and/or exceeded. • Alignment with corporate strategy. • Professional development and training of project managers and team members. • Continual improvement of the prescribed process e ectiveness. • Active risk management with fewer crisis situations. • Simplifying assessments of success by making a complex project transparent for the customer, supplier and third parties. • Optimisation of resources by utilising staf with appropriate skill sets for the project. A PMO that is structured to manage projects across departments, locations and countries is best implemented on an enterprise-wide basis. is is because it will hold the responsibility for ensuring consistency in the management of all elements of each of these projects and will also be able to assess and prioritise each project for alignment with the corporate strategy. e goal of an EPMO is to help its organisation e ectively manage projects in today's complex, global marketplace and deliver strategic bene ts. e ability of an EPMO to achieve this will determine its success or failure. ••• PM SHOULD NOTBEA DEPARTMENTAL STRATEGY; IT SHOULD BE AN ORGANISATIONAL STRATEGY GET INVOLVED To find out more about PMOs and EPMOs, contact your AIPM PMO Special Interest Group Chair. National and VIC: Gary Yorke E: email@example.com AC T: Matt Overton E: firstname.lastname@example.org NSW: Andrew Hansen E: email@example.com N T: Ralf Zenke E: firstname.lastname@example.org SA: Tony Wood E: email@example.com
Project Manager Dec Jan 2014
Project Manager Apr May 2014