...
  • 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>Agile project management advisory service executive report >The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery
【24h】

The Lean-Agile PMO: Using Lean Thinking to Accelerate Agile Project Delivery

机译：精益敏捷的PMO：使用精益思维来加快敏捷项目交付

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Talk to an executive in a Fortune 500 company, and you will likely encounter frustration with the organization's ability to reliably deliver projects in execution of its strategic objectives. Talk to managers tasked by the executive with managing the organization's project portfolio, and it won't take long for you to figure out how difficult their project portfolio management (PPM) job is. Most midsized-to-large organizations have a project portfolio situation that looks something like the sample illustrated in Table 1.rnIf this PPM picture looks familiar, should portfolio managers resign themselves to this fate, or can something definitive be done to improve this situation? What about the program management offices (PMOs)? Are PMOs helpingrnwith these issues and the delivery of the project portfolio as a whole?
机译：与《财富》 500强公司的高管进行交谈，您可能会对组织为执行其战略目标而可靠地交付项目的能力感到沮丧。与管理人员一起管理组织的项目组合的经理进行交谈，您很快就会发现他们的项目组合管理（PPM）工作有多困难。大多数中型到大型组织的项目投资组合情况看起来像表1中所示的示例。rn如果此PPM画面看起来很熟悉，投资组合经理是否应该屈服于这种命运，或者可以做一些确定的事情来改善这种情况？计划管理办公室（PMO）呢？ PMO是否在帮助解决这些问题以及整个项目组合的交付？

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号