ABSTRACT
The PMO is the place where project management and knowledge management intersect. In fact, despite the recent flurry of excitement, software releases, and books about it, managing knowledge has always been an integral element of good project management. The processes for project closure, especially the capturing of lessons learned, are in effect knowledge management processes. However, going over what went well and what did not at the end of a single project does not necessarily harness that experience for the future good of the company. Knowledge management allows the enterprise as a whole to learn from the successes and failures of individual projects. To do this requires some central clearinghouse for those learnings-and the PMO is perfect for this role.
