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PMO Advisory Introduces Mega Bootcamp for PMI Certifications including PfMP, PgMP, PMI-ACP, PMI-RMP, PMP, and CAPM

by PMO Advisory | Nov 30, 2015 | Press Release

PMO Advisory is planning a “Mega Bootcamp” that brings together all our best trainers for the Project Management Institute certifications including Portfolio Management Professional (PfMP), Program Management Professional (PgMP), Project Management Professional (PMP...

PMO Advisory Announces New Bootcamp for Agile Certified Practitioner (PMI-ACP)

by PMO Advisory | Nov 30, 2015 | Press Release

PMO Advisory LLC has developed a suite of products designed for Project Agile Certified Practitioner certification (PMI-ACP) reflecting a growing demand for managing highly complex and risky projects. The offering includes an entire suite of online, virtual, in-class,...

Project Scheduling – The Central Piece Of Project Management Software

by PMO Advisory | Nov 30, 2015 | Project Management

This is a timely discussion as scheduling is the heart of project management. But for reasons that are beyond the scope of this blog, newer software appears to move away from the rigorous scheduling requirements and shifted more toward collaboration and communication....

Junior Achievement And PMI Educational Foundation Pilot New Online Project Management Training Module For Teens

by PMO Advisory | Nov 24, 2015 | Career Development

Junior Achievement USA (JA), the leading youth education nonprofit teaching K-12 students real-world financial literacy, entrepreneurship and work-readiness skills, today unveiled a new online project management training module for teens. Created with the support of...

Retaining Project Managers is hard – be smart retain project management capability instead

by PMO Advisory | Nov 19, 2015 | Talent Management

Talents are always finicky. Jack Welch (former CEO of General Electric) and may of his followers place greater emphasis on hiring and retaining “A” players. But I often think the mind and soul of companies are in the classic “B” players. Let me...

6 tips to identify project management red flags

by PMO Advisory | Nov 17, 2015 | Talent Management

This article is an excellent starting point looking for red flags, but these are just tactical flags. Project managers leading large and complex initiatives must look for more signs that are more strategic. Three important and strategic ones that all project managers...

5 Project Management Lessons For Healthcare

by PMO Advisory | Nov 12, 2015 | Project Management

The author covered five excellent lessons for project managers in healthcare. But based on my experience working with some of the largest healthcare policy and research institute in the world, i would say the most important lesson is customer focus. The entire...

4 reasons remote project management and virtual teams work

by PMO Advisory | Nov 10, 2015 | Talent Management

I have known a number of project managers who made a successful career out of working remotely. But there are a number of pre-requisites that make working virtually work. Here are top three: Trust – Trust that the project manager is truly working effectively....

The Five Keys to Successful Change | Project Management

by PMO Advisory | Nov 9, 2015 | Strategic Business Execution

Change is difficult, and the author mentioned a 70% failure rate. To be honest, I am not sure if there is a definitive study on the failure rate, but I have seen even higher percentage.  What’s impressive is not just the high percentage of change but it is also...

Debriefing Helps You Process Lessons Learned / Project Management

by PMO Advisory | Nov 6, 2015 | Project Management

I would further add that documenting lessons learned is not good enough. There are tons of excellent documents that one should read, but do most professionals have the time? If an organization is serious about improving and avoiding past mistakes, then in addition to...
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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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