Program Management Efforts Face Uncertainty
The dawning of the Program Management Office (PMO) age was supposed to inspire more than simply marginal improvements in project approaches and processes. Business leaders envisioned it as a path to significantly greater business performance through enhanced training sessions, resource allocation and project guidance. But a recent survey report from ESI International, "The Global State of the PMO: On the Road to the Next Generation," casts a mixed perspective of organizations' oversight of these efforts. The vast majority of companies have a PMO in place, but those numbers are on the decline. Fewer are measuring the impact of PMO training, and only a notable minority even bother to measure how PMO contributes to overall ROI. "While many organizations may aspire to build the next-generation PMO, the majority of PMOs have a long way to go," said J. LeRoy Ward, executive vice president at ESI, a project management training company. "The next-generation PMO is a business-minded one that utilizes ROI for its training impact and effectiveness measurement along with active engagement in learning sustainment." More than 3,000 executives worldwide took part in the research, with the majority of them being portfolio/program/project managers.
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