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Program Management Improvement Accountability Act (PMIAA, S:1550)

by Dr. Te Wu | Nov 1, 2016 | PfMP, PMO, Portfolio Management, Program Management, Project Management, Risk Management

  Without continual growth and progress, such words as improvement, achievement, and success have no meaning. ~ Benjamin Franklin   Introduction Project success rates continue to be weak. According to the latest PMI report, for every US$1 billion invested in...

Ready for Portfolio Management (PfMP)® ?

by PMO Advisory | Jan 12, 2015 | PfMP, Portfolio Management

As many of you know, my firm is the only company on the market offering an extensive suite of products for the Portfolio Management (PfMP) exam preparation including our book, Sensible Guide to Passing the PfMP Exam, our online PfMP exams, accelerated PfMP bootcamps,...

Why PfMP (Portfolio Management Professional)?

by PMO Advisory | Oct 22, 2014 | PfMP, Portfolio Management

In December last year, the Project Management Institute initiated a pilot program for their latest certification called Portfolio Management Professional or PfMP, completing the trinity in the world of project management with PMP (Project Management Professional),...

Project Portfolio Management Challenges

by PMO Advisory | Oct 11, 2014 | PfMP, Portfolio Management

Portfolio Management is the latest frontier in project management and PMI recognizes this by creating the new Portfolio Management Certification (PfMP).  Unlike program and project management, which focuses on “how” to execute, portfolio management...

Value of Professional Certifications (e.g. PMP, PgMP, PfMP)

by PMO Advisory | Jun 10, 2014 | Career Development, PfMP

I was at a marketing conference this week, and someone asked me about my certifications. Are they worth it? This got me thinking and now writing. First, some background: I have three certifications from Project Management Institute (PMI). They are Portfolio, Program,...
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Recent Posts

  • PfMS 2025 Q&A #14: How do teams engage their executive leadership teams as it relates to their Portfolios? What do feedback loops look like?
  • PfMS 2025 Q&A #13: Do executives support the Portfolio Management practice or do they see it as an inconvenience given that some of the responsibilities may sit intuitively with the C-suite or Strategy Office?
  • PfMS 2025 Q&A #12: What are best practices for PMOs in balancing new product development with in-market product lifecycle maintenance?
  • PfMS 2025 Q&A #11: What are best practices for project management org structure (pros and cons of Project Managers reporting to PMO or reporting to Product Managers/Technical Managers)?
  • PfMS 2025 Q&A #10: What are some best practices for Resource Capacity Planning and Prioritization for a portfolio of active and potential innovative product development projects.

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Address: PMO Advisory LLC, 41 Watchung Plaza, Montclair, NJ 07042 USA

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About Us

PMO Advisory is one of the most specialized project management training and consulting firm. On training, we are a Project Management Institute Authorized Training Provider (#4172), and we offer one of the most comprehensive variety of project management courses, from portfolio to risk management. On consulting, our specialties are establishing PMOs, leading project execution, and auditing project environment. We also specialize in non-profit sector, blending a strong sense of mission with strategic business execution.

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Project Management Institute, PMI, Project Management Professional, Project Management Professional (PMP), PMP, Program Management Professional (PgMP), PgMP, Portfolio Management Professional (PfMP), PfMP, PMI Risk Management Professional (PMI-RMP), PMI-RMP, Certified Associate in Project Management (CAPM), CAPM, PMI Scheduling Professional (PMI-SP), PMI-SP, PMI Professional in Business Analysis (PMI-PBA), PMI-PBA, PMBOK, the PMI Talent Triangle and its Logo, and the PMI ATP Logo are registered marks of the Project Management Institute, Inc.

Recent Blogs

  • PfMS 2025 Q&A #14: How do teams engage their executive leadership teams as it relates to their Portfolios? What do feedback loops look like?
  • PfMS 2025 Q&A #13: Do executives support the Portfolio Management practice or do they see it as an inconvenience given that some of the responsibilities may sit intuitively with the C-suite or Strategy Office?
  • PfMS 2025 Q&A #12: What are best practices for PMOs in balancing new product development with in-market product lifecycle maintenance?
  • PfMS 2025 Q&A #11: What are best practices for project management org structure (pros and cons of Project Managers reporting to PMO or reporting to Product Managers/Technical Managers)?
  • PfMS 2025 Q&A #10: What are some best practices for Resource Capacity Planning and Prioritization for a portfolio of active and potential innovative product development projects.
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