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In project-oriented companies, Project Management Offices (PMO) play an important, sometimes central role in aligning and efficiently directing the company's project management activities. These result in organization-specific structures with varied tasks, functions and organizational frameworks. The project management profession is subject to changes and new developments, such as agil, sustainability or new and evolving roles, which present challenges for present and future PMO. This book aims to provide a concise overview of the opportunities offered by PMO and the various implementation approaches. The fourth edition has been expanded to include information on integrating AI technologies and project governance structures, along with two additional case studies on PMO implementation.
List of contents
Forewords.- Introduction.- The Project Management Office (PMO).- Categorisation options for PMOs.- Correct positioning of the PMO.- Tasks and responsibilities of the PMO.- Finding the area of responsibility, introducing and anchoring the PMO.- Success factors and acceptance.- Case studies.- Index.
About the author
Prof. (FH) Mag. Dr. Gerhard Ortner, zPM, has been a full-time lecturer and head of the project management department at UAS BFI Vienna for 20 years. He focuses his research on managing project-oriented companies and contributes to the development of project management standards as a member of the ISO Technical Committee 258. His recent work revolves around project governance roles as key success factors.
Mag. (FH) Betina Stur, a graduate of the "Project Management and Information Technology" diploma program, has over 15 years of experience in the Project Management Office at UASBFI Vienna. Located within the Quality Management and Academic Development department, she initially focused on process management. She prioritizes supporting project managers and providing services to project sponsors. Additionally, she serves as the formal lead in internal projects.
