wn的項(xiàng)目管理咨詢公司。Bigelow于1992年至1996年期間曾任美國項(xiàng)目管理協(xié)會(huì)（PMI）的常務(wù)董事。

原文：

　　　　　　　　Does Your Organization Have a CPO?

By Deborah Bigelow

If you care about what business analysts say, you should have a chief project officer as a key position within your organization.

As project management has gained in importance, corporate executives have struggled to find a way to link strategic business objectives with projects. Too often, projects that have little if any connection to corporate strategy get the green light. This is usually because there is no organizational entity with responsibility to map strategy to projects and to monitor projects and portfolios against strategic initiatives.

Establishing the position of chief project officer (CPO) provides project oversight in virtually all areas of an organization, managing corporate level projects and overseeing corporate wide resource distribution and allocation on all projects. Projects that cross divisions fall under the auspices of this position. Ideally, organization should strive to have a CPO sit at the director or vice president level with other senior executives in the organization.

“Chief project officers can be easily eviscerated – they make easy targets,” says Melinda Ballou, senior research analyst at META Group Inc., Stamford, Conn., USA. “Organization must make a CPO a ‘facilitator’ or ‘steward’ with the highest level of executive support, appropriate staffing and good marketing or run the risk of undermining the very rigor and process improvements that they’re seeking to establish.”

Research from the Gartner Group suggests that information systems organizations, which establish enterprise standards for project management including a project office with suitabl

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