4. Program Management
Yes, program management. Keep in mind that the RMO isn't designed to replace the PMO. An effective PMO already does a pretty good job of tracking, monitoring and reporting--all key elements of any successful program. Why mess with a good thing? The RMO should complement what's already working in the PMO, staying focused on ensuring that business value is being delivered.
The principles that shape the RMO approach shouldn't look new. What's new is that an effective RMO builds them into a structured, orderly process designed with one goal in mind: Delivering real business value from investments in technology programs.
An effective PMO already holds program management accountable for hitting timing and budget milestones. Isn't it past time to make sure these programs hit the mark when it comes to delivering business results?
Diane Murray is a principal and Al Kagan a director with Deloitte Consulting LLP.
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