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Intelli-media Inc. is a Malvern, PA-based company in the Business Services sector.
Blue State Digital is a digital strategy and technology firm that specializes in online fundraising, advocacy, social networking, and constituency development.
Capital Market Consultants is a Milwaukee, WI-based company in the Business Services sector.
Headquartered in Greenville, S.C., taxadvantagegroup (tag) is one of the country’s most successful consulting firms specializing in New Markets Tax Credits, helping nonprofit and for profit organizations access capital and transform communities. Since 2004, tag has played an instrumental role in funding over $759.2 million for community projects across the United States. The depth and breath of services provided by tag is unsurpassed in the industry and includes New Markets Tax Credit Allocation Applications; NMTC Deployment; CDE Compliance and Asset Management; and Outreach Strategy Development. Each of these services helps tag achieve its mission of revitalizing low-income communities by providing capital and project management to organizations that create significant community impact.
The company whose PMO experience is featured here is a rapidly growing small business that provides business process outsourcing services in the travel industry, focusing on the exploitation of the internet to grow top and bottom lines its customers. The company operates in a fast changing environment and needs to be acutely in touch with its customers' needs and respond more rapidly than before. The company created its Project Management Office (PMO) in the last 6 months prior to this article. Following is a review of the company's experience with setting up its PMO conducted with the Director of the PMO. What circumstances at the company led to the establishment of your PMO? Prior to the Director's appointment, the company had managers on staff with project management duties, but there were no repeatable, consistent processes, tools and templates to perform projects, measure and control them. Each manager did what they thought best, knowledge sharing was informal and rare, certainly not something expected by top management. After the acquisition of a major client that presented the company with some new challenges in delivery of services, Management realized the need for some formalization of project management practices. At the time the company was a small company, less than $50 million in revenues. This new client's impact on their operations and financial health was very significant.