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The Scrum PMO ? Project Management Training in NYC

by PMO Advisory | Sep 26, 2016 | Uncategorized

….”A solution that I am seeing being tactically deployed by my current client is to put an insulating layer between the Scrum Team and the corporate governance layer. For want of a better term, this is referred to as a Scrum PMO (Project Management...

Portfolio Management Professional (PfMP)® Training Leading to Certification December 12-15, 2016 New York City.

by PMO Advisory | Sep 26, 2016 | Uncategorized

Portfolio Management and the PfMP credential represents the apex of the project management professional ladder. December 12-15, 2016, PMO Advisory, LLC will be presenting a 4 Day PfMP in-classroom course leading to PMI’s PfMP®certification at our training center...

FROM PROPOSAL TO PROJECT EXECUTION: TIPS ON INTEGRATING TO WIN / Project Management Training in NYC

by PMO Advisory | Sep 23, 2016 | Uncategorized

Megan Cacioppo wrote a comprehensive article titled, “FROM PROPOSAL TO PROJECT EXECUTION: TIPS ON INTEGRATING TO WIN” for Deltek, insightful and we thought we would share and pass it along!  She writes “Is your organization struggling to produce high...

Project Management & Remote Team Bonding | PMP, Risk, PgMP, & PfMP Training in New York City

by PMO Advisory | Sep 23, 2016 | Uncategorized

“Promoting team bonding is important for the success of any project. However, this is harder to do when the team is based in different locations. Office teams have the opportunity to go for after-work drinks and occasional lunches together. However, it is harder...

U.S. House of Representatives Approves the Program Management Improvement and Accountability Act / PMP in NYC

by PMO Advisory | Sep 23, 2016 | Uncategorized

The U.S. House of Representatives approved S.1550, the Program Management Improvement and Accountability Act of 2015 (PMIAA), which will enhance accountability and best practices in project and program management throughout the federal government. The Project...

Project Portfolio Management (PPM) Market Overview, Size, Share, Trends, Analysis and Forecast to 2025 \ PMP, PgMP & PfMP Training in NYC

by PMO Advisory | Sep 22, 2016 | Uncategorized

The “Project Portfolio Management (PPM) Market to 2025 – Global Analysis and Forecasts by Platform Type, Deployment Type and End Users” report provides a detailed overview of the major factors impacting the global market with the market share analysis and...

The PMP payoff | Project Management Training in New York City

by PMO Advisory | Sep 22, 2016 | Uncategorized

“Having a PMP certification on a resume will make it enticing. Having the certification is also a great way to prepare and inherit greater responsibilities within your workplace.  The certification proves to upper management your dedication, willingness and...

2020 PPM and IT Governance Market Forecasts Show 11.44% CAGR / Project Management Training in NYC

by PMO Advisory | Sep 21, 2016 | Uncategorized

The global PPM and IT governance market 2016-2020 report says emergence of augmented reality is one of the key trends for market growth as information management is one of the key aspects of project management. Project managers often have to collect and analyze lot of...

Risk Management & Portfolio, Program and PMO Success / PMI-RMP, PgMP and PfMP Training in NYC

by PMO Advisory | Sep 19, 2016 | Uncategorized

Book review of Andy Jordan’s  “Risk Management for Project Driven Organizations: A Strategic Guide to Portfolio, Program and PMO Success”. Organizations invest a lot of time, money, and energy into developing and utilizing risk management practices...

3 Key Features of Effective Project Management | PMP, PMI-RMP, PgMP & PfMP Training in NYC

by PMO Advisory | Sep 19, 2016 | Uncategorized

1. Transparency: When we hear “transparency,” we usually think about companies and organizations being transparent to outsiders: customers, shareholders and the general public. Transparency is also an important principle within an organization....
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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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