ABSTRACT
The opening sections of this book have set the stage for a review of the information technology organization and the arguments for creating a project management office (PMO). In preparing this ground, the author has stressed the central importance of service and pr oject delivery to the value proposition of any information technology organization. But achieving success in these areas is a challenge for most IT teams who are obliged to balance the at-times conflicting and rapidly changing needs and demands of the parent enterprise with responses constrained by limited financial and human resources. To assist the reader in dealing with these complexities, the author offers a toolkit. But this still begs the question, “Who will wield the tools?” The answer will depend on the organizational context of the reader’s IT business, the strengths and weaknesses of its players, and the particulars on its to-do list. This chapter explores the various dimensions of the IT organization, service and project delivery roles and responsibilities, and how the project management office might be positioned within this mix.
