se are still important, today’s dynamic business environment and global competition require finding new ways to make projects into powerful, competitive weapons.
In the quest to reach these strategic objectives, project management no longer can be perceived as another operational activity. Its position in the organization must be strategic. Project management has created a strategic pathway with the emergence of alternative teams in the modern organization that deal with change initiatives, such as reengineering, benchmarking, simultaneous engineering and self-managed production. Traditional organizational hierarchies have been changed forever in favor of a horizontal, projectized form of organizational structure.
The next organizational change necessary to enable project management to be fully effective will be to have a CPO managing cross-functional activities and providing the strategic perspective that every organization needs.
Eight Critical Responsibilities of a CPO
1.Strategic Input and Direction
2.Project Portfolio Management
3.Resource Prioritization
4.Business Interface
5.Development of Project Management Standards, Policies, Guidelines and Procedures
6.Project Review and Analysis
7.Budget
8.Project Management Competency Development
Deborah Bigelow, PMP, is executive vice president of PM Solutions Inc., a Havertown, Pa., USA-based project management consulting company, She was executive director of the Project management Institute from 1992 through 1996.
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