000			02119nam a22002057a 4500
005			20250119180959.0
008			250119b |||||||| |||| 00| 0 eng d
020			_a9783662691526
082			_a658.404 _bORT
100			_aOrtner, Gerhard _920813
245			_aThe project management office: _bsetup and benefits
260			_bSpringer _aBerlin _c2024
300			_axix, 127 p.
365			_aEUR _b84.99
500			_aTable of content: Front Matter Pages I-XIX Download chapter PDF Preface Gerhard Ortner, Betina Stur Pages 1-2 The Project Management Office (PMO) Gerhard Ortner, Betina Stur Pages 3-19 Classification Options for PMO Gerhard Ortner, Betina Stur Pages 21-32 Correct Positioning of the PMO Gerhard Ortner, Betina Stur Pages 33-38 Tasks and Responsibilities of the PMO Gerhard Ortner, Betina Stur Pages 39-91 Finding the Area of Responsibility, Implementing and Establishing the PMO Gerhard Ortner, Betina Stur Pages 93-107 Success Factors and Acceptance Gerhard Ortner, Betina Stur Pages 109-112 Case Studies Gerhard Ortner, Betina Stur Pages 113-127 [https://link.springer.com/book/10.1007/978-3-662-69153-3]
520			_aIn project-oriented companies, Project Management Offices (PMO) play an important, sometimes central role in aligning and efficiently directing the company's project management activities. These result in organization-specific structures with varied tasks, functions and organizational frameworks. The project management profession is subject to changes and new developments, such as agil, sustainability or new and evolving roles, which present challenges for present and future PMO. This book aims to provide a concise overview of the opportunities offered by PMO and the various implementation approaches. The fourth edition has been expanded to include information on integrating AI technologies and project governance structures, along with two additional case studies on PMO implementation. (https://link.springer.com/book/10.1007/978-3-662-69153-3)
650			_aProject management
700			_aStur, Betina _920814
942			_cBK _2ddc
999			_c8293 _d8293