PM Transformation in Public Construction
An interesting conversation with a consultant to a government agency involved in construction projects revealed that “old school” project management approaches are giving way to recent winning ways especially in terms of PMO set up and influence. A lot of this change is simply due to retirements and overcoming what some call “the oral tradition of PM” (i.e., lack of standardized processes); pockets of breakthrough success in government agencies using innovative portfolio management principles across the “enterprise” of a government entity are also fueling the change. One PMO still struggles with providing value possibly because of the nature of the PMO model- i.e., a focus on putting project controls in place vs. supporting a governance board with information to better select the right projects and provide acceleration support, while eliminating the wrong ones.
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