PMO project control is distinctly different from the typical PMBOK (PMI, 2013) Monitor and Control project process groups. Distinguish routine project control and corrective activities from the PMO project control recovery role and responsibility. Based on a failed (or failing) project scenario, describe how the PMO project control function could have recovered (or did recover) the project to achieve strategic results.
Additionally, please respond to at least two discussion board commentaries with substantive contributions that advance the discussion dialog by offering examples, extending the explanation, and/or asking thoughtful questions.
- Chapter 8 & 16 in The Complete Project Management Office Handbook
- Chapter sections 3.6 & 4.5 in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Korhonen, T., Laine, T., & Martinsuo, M. (2014). Management control of project portfolio uncertainty: A managerial role perspective. Project Management Journal, 45(1), 21-37. doi:10.1002/pmj.21390Martinsuo, M., & Killen, C. P. (2014). Value management in project portfolios: Identifying and assessing strategic value. Project Management Journal, 45(5), 56-70. doi:10.1002/pmj.21452
Project Management Institute. (2012). The project management office in sync with strategy. Project Management Institute, Inc. Available from http://www.pmi.org/Business-Solutions/~/media/PDF/…