| Publisher | Forrester Research | ||
|---|---|---|---|
| Format | 116.0KB PDF | Date added | 22 Sep 2005 |
| Topics | Strategic Planning, Methodology, Service Level Management, SLA, Training, Resources Mgmt., IT HR - Staffing - Training, IT Reliability, Services, Infrastructure Management, Help Desk | ||
| Downloads | 302 | ||
Project management offices (PMOs) have long been responsible for overseeing and developing project management expertise, but forward-thinking companies are now considering them for a new role: the office of the CIO. In addition to maintaining their existing responsibilities, these structures and the resources within them are becoming the business managers for the CIO by focusing on two areas: 1) creating an environment for IT and business to work together more collaboratively, and 2) serving as stewards of process management to streamline and improve IT's ability to deliver. While the notion of the office of the CIO (OCIO) is not new, adding in PMO expertise is a new element and a positive one. Leveraging the discipline and skills in successful PMOs can make IT organizations more effective in delivering what the business really needs.
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