Many organizations employ project management practices; however, the delivery can be ad-hoc, decentralized, and provide little to no visibility to the portfolio of projects and programs that are a priority to the organization. Discover how the National Institute of Standards and Technology (NIST) matured its project management practices by creating a project management office (PMO) to improve projects with predictable and consistent processes to ensure efficiency and success. NIST created a PMO based on organizational needs to provide project management services, governance, portfolio management, and improved service management.
Key takeaways:
- How to deliver strategic project management services with enterprise-wide distribution of project management best practices.
- Establishing a governance model by creating a set of policies, functions, processes, procedures and responsibilities that define the establishment, management and control of projects.
- Implementing a portfolio management system to centralize management of projects to achieve strategic objectives.
- Creating a service management ecosystem to standardize processes centered around meeting customer needs
The PMO offers a variety of benefits to numerous stakeholder groups. Stakeholder benefits will be outlined based on the four pillars of the project: project management services, governance, portfolio management, and service management. Learn how the project team delivered a PMO with competing priorities and a tight timeline. NIST now has a sustainable PMO that guides the strategic selection of projects, monitors its entire portfolio, delivers performance analytics on projects, and engages the NIST PM community by fostering growth and development.
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