PM COMMENTSWEEK !Yes I agree with your points, PMO can accelerate the implementation process and is accountable formobilization and implementation process. The PMO is the invitation for the business and its growth.The PMO is comprised of some experienced project managers that are expected to take the lead inthe development process. The PMO establishes the guidelines and a broad structure for all teamsand project managers. The PMO should have clear tools and methods that help save time andensure the right activities are being performed. The implementation process is tried to make fasterwhich is provided by all the means, templates, controls and functions. The PMO should define arobust framework that helps project managers in proper governance and navigates the systemswhich in turn accelerate challenges in the project. This will assist in resolving much quicker which willultimately help project managers to get over problems without getting stuck quickly.Your post is impressive. I liked the points you have explained on quickening theimplementation process.I would like to add few more point to the process. The PMO can quicken theimplementation process as it streamlines the departments’ workload by focusingexclusively on it. As it has been done in the specific case, in order to accelerate thisprocedure and improve its efficacy and efficiency, the office has to be comprised of a“handful of experienced project managers”. Indeed, having the specific expertise inthis field enables to avoid conflicts of interest that might occur by giving control ofthe PMO to an internal executive. When the PMO confront delays sooner or later inthe undertaking. Along these lines, if at all conceivable, endeavor to stretch outbeyond plan early. This may be finished by beginning the undertaking sooner thanarranged or including assets sooner than arranged. The PMO needs anattitude that, the team is not going to begin late. The PMO needs to advance beyondcalendar to construct an early cushion to secure against future deferrals. Most of theactivities in the agenda are linked to others with a finish-to-start relationship. PMOshould think about whether the team really need to wait until the first task finishes, orif there is an opportunity to move forward with the second task early.
WEEK 2Thanks for sharing your thoughts here, I would like to add more points For this situation choosingwhether to offer or not to offer is troublesome because of their advantages and in additiondisadvantages. However, similar to I expressed in the past inquiry there are chances for eachsituation; on the off chance that he says no, the customer can take away Marvin's organization frombidder list and in the event that he says confirmed at that point Marvin's organization should releasethe RFP along the edge of all the cost structures that Marvin wouldn't like to, furthermore gets biggerbusiness base the organization will gain greater general benefits. Transaction plays a key thought inthis basic leadership. A viable transaction causes the two gatherings to determine things wherever