ABSTRACT
Organizations often view reporting projects for approval to a Project Management Office (PMO) as bureaucratic compliance that obstructs getting work done. So instead of forcing adherence of each new imitative to Department of Health Services’s (DHS’s) purpose, the PMO adds value. After reconciling DHS’s IT failure history, strategic planning started with an outline based on the previously ignored plan. The team, working with focus groups, gathered widespread input and created buy-in about the process. The team executed a series of collaborative meetings, resulting in a final strategic plan with organization-wide involvement and support. Starting training now will prepare us to implement the corrective action plan.
