When IT projects are completed and systems are delivered, they don’t just disappear. Completed projects can be described in various ways: investments, assets, operational applications, and so on. Whatever they’re called, they typically require continuing investments of resource time, effort, and dollars to maintain, fix, and upgrade. In fact, the post-project delivery lifecycle effort is critical to an IT organization.
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When a project management office (PMO) operates well, the impact can be extraordinary. All too often, though, the PMO doesn’t become a clear asset. In order to avoid the worst-case scenario, PMO team members often become internal advisors with marginal impact and no authority. What can be done to avoid this? And what are the keys to successful PMO implementations?
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The most realistic and attainable approach to IT governance is a "lean" approach via project portfolio management (PPM). The lean approach requires a light footprint life cycle, rapid implementation of proven practices, and centralized data. It is based on simplicity and achievability, building on what works while establishing headroom for continuous improvement.
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