项目管理办公室(PMO):使用项目作为管理组织和人力资源的策略

L. Carden, Carol Brace
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引用次数: 2

摘要

项目管理办公室(PMO)是一个可以使用项目和项目管理工具和技术向内部和外部客户交付产品和服务的实体。本研究旨在提供一个如何使用项目的帐户,并就如何实施项目管理办公室(PMO)提出建议。一个案例研究的例子被用来展示一个IT国际公司如何使用OPM3(组织项目管理成熟度模型)方法:(A)获取知识;(b)进行评估;(c)管理改进。作者讨论了具体的PMO实施步骤,并将其与之前实施的挑战进行了比较,还讨论了实施后的PMO如何为组织和项目人力资源提供价值。最后,作者总结了与本研究的贡献相关的想法,以及相关的局限性和对其他实现的适用性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Project Management Office (PMO): Using Projects as Strategies for Managing Organizational and Human Resources
A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.
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