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Government projects not agile – Get Certified!

https://fcw.com/articles/2016/06/23/comment-west-agile.aspx

The Role of an Architect on a Scrum Team / See our Free 30 Minute Webinar on SCRUM! Friday June 24!

by PMO Advisory | Jun 20, 2016 | Uncategorized

Deepak Karanth for the Dzon / Agile Zone writes (excerpted)….”   What Could Go Wrong Without an Architect? The aforementioned beliefs have seen many a projects fail. With no architect (or a person who handles similar responsibilities) in place, things...

What are Risks in Project Management? / See Our PMI-RMP Course in NYC July 18, 19 & 20 and Get Risk Certified!

by PMO Advisory | Jun 20, 2016 | Uncategorized

Erdem Ozleyen for the Project Managers Hub writes (excerpted)…..” Risk management: Many companies are opting for risk management programs. These programs are extremely useful as it helps you identify the risks and managing them properly just to reduce the...

Why Agile is Still Relevant & See Our Free 30 Minute Webinar on SCRUM June 24th!

by PMO Advisory | Jun 18, 2016 | Uncategorized

Shane Hastie for InfoQ writes (excerpted from “Scott Staples on Why Agile is Still Relevant”): …..” Most of the time when Agile is mentioned, people think of Scrum.  Scrum is relatively simple and in many ways helps enterprises improve their...

7 Ways to Be a Powerful Risk Management Evangelist / 3 Day Risk Course in NYC in July, Get PMI-RMP CERTIFIED!

by PMO Advisory | Jun 18, 2016 | Uncategorized

The Project Risk Coach writes (excerpted): ……”Can project managers influence senior leaders to adopt risk management and reduce the barrier to risk management? Yes. Allow me to share seven ways: Seven Ways to Be a Powerful Risk Management Evangelist...

IT Professionals Feel Unprepared For Information Management / 3 Day Risk Course in July in NYC – Get PMI-RMP Certified!

by PMO Advisory | Jun 17, 2016 | Uncategorized

Krysta Dodd for HSToday.com writes:  Federal IT Professionals Feel Unprepared For Future Information Management Demands  [excerpted]….” Projects related to data privacy, records/information management and data analytics are perceived to be in the greatest...
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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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