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Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address stumbling blocks and move forward. Others falter miserably and are terminated. This white paper explores the current approach to Program Management Offices (PMOs), which have been the historical answer to avoiding program failure. It discusses some of the PMO's shortcomings and offers a blueprint to rethink the role and responsibilities of the PMO to help address its limitations. The Results Management Office (RMO) extends the traditional PMO role to better enable the achievement of program objectives.
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