PMO ADVISORY
  • About Us
    • Contact Us
    • Course Registration
    • Frequently Asked Questions FAQ
    • Our Capability
    • Our Credential
      • Our Partners
        • NJ Edge
        • Rutgers Office of Professional Education
      • Locations
        • New Jersey
        • New York City
        • Boston
        • Chicago
        • Dallas
        • Los Angeles
        • Washington D.C.
    • Our People
    • Our Policies
      • Our Methodology
      • Discounts
      • Course Access Extension
      • Customer Complaint
      • New Customer Promotions
      • Request to Freeze Access to Exam Simulator
      • PMP Participant Guide Shipping Form
      • Product Feedback Form
      • Suggestion Box
    • Product Registration
  • Training
    • PMI-ACP®
    • PMI-PfMP®
    • PMI-PgMP®
    • Project Management
    • Program Management
    • Portfolio Management
    • PMI Certification Application Support
    • Other Training Courses
      • Agile
      • Risk
      • Optimizing Project Management
      • Accelerated Learning: Power Up Your Productivity
      • Organizational Change Management OCM
  • Solutions
    • Capability Assessment
    • Consulting & Advisory
    • Enabling Project Management Workforce
    • Nonprofit Project Management
      • Complimentary Services
    • Program Management Improvement and Accountability Act PMIAA
      • General and Technical Competencies
    • Project Audit
    • Starting Complex Initiatives
  • Events & Summits
    • Upcoming Events
    • Upcoming Summits
      • Program Management Summit 2025
      • PM Career Transition Summit 2025
      • About Summit Advisory Team
      • About Summit Speakers and Proposals
    • Previous Events & Summits
  • Media
  • Blogs
Select Page

What is a Work Breakdown Structure in Project Management? | PMP, PgMP, & PfMP Training in NYC

by PMO Advisory | Sep 1, 2016 | Uncategorized

“One tool used by project managers and successful businesses is the work breakdown structure.   The work breakdown structure is a deliverable that breaks down a project into digestible, achievable sections. It can turn a project from a tangled headache that...

How Email Derails Projects | Project Management Training in New York City

by PMO Advisory | Sep 1, 2016 | Uncategorized

“Projects usually comprise a series of tasks. A project manager is the person who knows what all those tasks are, but other people will be the ones completing the tasks. So a project manager needs to assign work to the right people and then monitor progress....

Average Salary for Certification: PMI-RMP (Risk) / Project Management Training in New York City

by PMO Advisory | Aug 31, 2016 | Uncategorized

Employees with a PMI Risk Management Professional (PMI-RMP) Certification Salary Ranges by Job – Source Payscale. Job Title Senior Project Manager, IT  13 salaries $71,099 – $150,501   Information Technology (IT) Director  6 salaries  $159,500  ...

Agile Risk Management Tips / PMI-RMP (Risk) & Project Management Training in NYC

by PMO Advisory | Aug 31, 2016 | Uncategorized

“Keep these four things in mind when you’re incorporating risk management practices with agile teams: Use the short or small team risk evaluation workshops instead of the large planning session. These shorter sessions help to ingrain risk planning and thinking...

Streamline The Project Management Process / PMP, PgMP, PfMP & Risk Training in NYC

by PMO Advisory | Aug 31, 2016 | Uncategorized

“You may have everything down pat in terms of the project management plan, but there are still several things to look out for. There should be only be one project leader. If there are too many people monitoring the project, the project leader’s control...

Project Managers Must Have a Staffing & Resource Plan / PMP, PMI-RMP, PgMP & PfMP Training in NYC

by PMO Advisory | Aug 30, 2016 | Uncategorized

“The leader knows that the principles of project management include a staffing plan or resource plan. This plan defines which employees are responsible for which task(s) and their overall roles. It is important to match a team member’s skill set to the assigned...
« Older Entries
Next Entries »

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.

Categories

  • Agile
  • Career Development
  • Chief Project Officer
  • Communication
  • CPO
  • ITIL
  • Leadership
  • Management
  • Nonprofit
  • PfMP
  • PgMP
  • PMO
  • PMP
  • PMP
  • Portfolio Management
  • Portfolio Management Summit 2025
  • Press Release
  • Program Management
  • Project Management
  • Project Management Professional
  • Research
  • Risk Management
  • Scrum
  • Six Sigma
  • Social Consciousness
  • Startups / Small Businesses
  • Strategic Business Execution
  • Talent Management
  • Technology
  • Training
  • Uncategorized
  • Webinar

Archives

More Info

Newsletter or Ask Us Questions: Click HERE.

Policies (discounts, changes, cancellations): Visit POLICY page.

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

Email: cert (at) pmoadvisory.com

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.

Trademarks

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.
  • Facebook
  • X
  • RSS