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Once upon a time, there was just work.
Then came projects with contained units of work with a definitive, common goal. As the number of projects grew, it was necessary to manage them according to strategy or themes in portfolios. On top of that, simply doing the right things was not enough, they also had to be done the right way.
The PMO was born.
Since then, work has continued to evolve, becoming more complex with a diverse set of overlapping or connected results and issues. This diversity creates the conditions for varied and long-term innovation and adaptability. We want to foster and nurture it, but it brings new requirements to how we manage and develop projects and portfolios.
