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Interview Questions for Project Managers & Our Project Management Training in NYC

by PMO Advisory | Sep 8, 2016 | Uncategorized

We came across a great quick read and we thought we would share (excerpted from Karla Cook’s article for Hubspot) with one example, she writes:  “We’ve compiled a list of interview questions that can help you identify the right leader for your next...

Law Firms & Project Management: The Best Approach / Project Management Training in New York City

by PMO Advisory | Sep 8, 2016 | Uncategorized

(excerpted,….)   “So, back to the meetup last week.  Unlike the typical unstructured format of a meetup, John Duggan and Kim Davis of Seyfarth Shaw facilitated a presentation followed by a hands-on interactive exercise.  Seyfarth Shaw, a Chicago-based firm...

Microsoft Project 2016 Best Practices Guide for Project Managers / PMP, PMI-RMP, PgMP & PfMP Training in NYC

by PMO Advisory | Sep 8, 2016 | Uncategorized

Sensei Project Solutions, Inc., a global leader in Microsoft Project and Portfolio Management (PPM) deployments, today announced the release of its latest book, Proactive PPM with Microsoft Project 2016 for Project Online and Project Server. The book focuses on...

Visual Portfolio Management & Aligning Your Company | Project Management Training for Certification in NYC

by PMO Advisory | Sep 7, 2016 | Uncategorized

  “Visual portfolio management helps to align a company along the different dimensions of requirements, the strategic horizons of work, and the different natures of work required. It helps to make explicit the difference between the required types of work...

Why Agile Project Management is Best For Law Firms / PMP, PMI-RMP, PgMP & PfMP Training in NYC

by PMO Advisory | Sep 7, 2016 | Uncategorized

“Legal project management is different than industrial project management because the focus is not on creating uniformed products, but on personalized outcomes for clients. For example, Mastriani Law Firm has identified eliminating debt for their clients as...

The Difference Between Project Management & Product Management / PMP & PMI-RMP Training in New York City

by PMO Advisory | Sep 7, 2016 | Uncategorized

“Project managers oversee the development of the product, utilizing three main tactics in order to successfully manage their team;  1) First is risk management, which includes assessing and managing potential risks; 2) is resource management, which involves...
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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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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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