Option 2: Global PMO Standards and Metrics Standards and metrics are an essential aspect of the project management office (PMO) practice management. The purpose of this assignment is for you to unders

******** *** ******** *** ******************************************************** *** ******** *** MetricsThe *** *** *** task ** maintaining *** ******* ********* *** ******* *** the whole ************ *** offers guidance and ********* ** the ********* ** **** ******** projects Organizations that **** multiple ******** *** cross-functional ******** ******* *** standards *** ********** *** ******* ** ** ******* * *********** ** processes ****** and ***** The standard *** metrics in *** PMO *** *** ************ ** ********** *** ******** PMOs ***** ******** ***** ********** ******** with * ********* ********* ** ******** *** involves ************* ********* *** metrics **** *** to enhance ******* *********** **** ******* **** *** PMO **** ******* ********** ********** *** rules *** parameters are ********** and **** ** ******* life ***** ********* *** previous ******** ******* ** the ************ **** in **** **** *** ************* and ********* It **** ******** ********** ******* **** ****** **** of *** **************** ******** *** PMO **** has ** understand *** distinct ******* and ********* the ***** **** employ *** decides and benchmarks ******* management ********* and ********** (Ko ***** *** 2019) The ******* **** ** *** *** ** to ****** ********* *** ******* ***** *********** **** **** *** ********* ** *** ***** organization *** ********* and parameters **** * ************* **** ** ensure that they *** compatible with *** ****** ************ *** PMO ******* its scrutiny ** ******** ** * ***** ** includes ********** standards and metrics that ****** *** general performance ** *** companyThird-party organizations ******* develop ** ********* **** ** the ****** ** standards *** ****** organizations are *** PRINCE * **** *** GAPPS *** CMM ******** ****** ***** *** ***** I think *** ***** **** ********* ********* ******* PMI *** and ***** *** ********* are important ***** **** guide *** ***************** ******** are *** It defines ******* integration ***** quality management *** ***** resources ********** ** **** ******** standards *** communication **** ********** *********** *** ******* ************ ** ** an ********* ******** that ******** *** ****** ** the ***** ******* management ******* ISO ********* are ******* globally ** ******* management ***** *** ***** ********* guidelines for ******* ********** **** ********* ******* ***** for risk ********** ** ** ** ***** ******** ***** it ****** * ********* *** ******* *** ****** status ****** **** global ************* to ******* *** *** as *** primary ***** *** quality ISO ***** **** other organizations like IPMA *** *** **** ************ quality ********* ***** ** ** ************ that tries ** ***** *** *** comparison ** ******** project management standards ** ** an ********* standard ***** ** ****** *** ************ ** ***** *** **** PM ********* The ********** ****** **** ***** ** ** ******* of ************ ** *** ********* ************* *** * ****** organization ***** ** ******* ***** ***** they ***** ** ** ******** *** ******* ******** requirements **** differ **** country ** countryThe ***** ******** ******* **** need ** ***** *** *** **** * global ******** *** **** cost *** quality Time ** an essential ****** ** ****** ******* efficiency ** ** organization ********** time ****** the ************ to ******** its ********** and ***** ********** ***** related ** **** ******* delivery ******* ****** ***** **** * ****** ************ ********** ** ** ************ is exposed ** exchange **** ***** **** implies that * ***** ** *** project could **** to an ************ making ****** ** *** ******** **** ****** *********** *** cost ******* allows *** ************ ** **** ****** ****** ***** *** *********** to *** completion ** a ******* A global ************ *** ** ****** *** resources *** ***** ** ****** **** ** ** ********** ** ** * ****** ****** ** managing several ************* ***** ********** ***** budgets **** management metrics ***** the organization ** ******* *** costs ** *** ***** ******** ***** *** ****** cost indicators **** ***** the PMO ** ****** any issue ** the costs ** * ******* The ***** ************ ****** the organization ** save *** ******* **** ************ ******* is another ******** ****** *** ** ************* ************ *** ******* ** * ******* ensures **** *** ********** ** * ******* ** ********* The *** **** **** *** ******* ******* aspects ** each ***** ** * ******* ******** ******* ****** ** an ***** stage will ******* *** ************ **** spending ***** money ** worthless ******** ** ******* *** dissatisfied with *** final **** **** *** ****** ** require some forms ** *********************** technology ****** *** ************ ** ******* ************* ***** ****** ************ *** ***** ************ increase global ************* for **** Cloud ************ *** ***** ******** ***** *** *** to increase *** ********** Established software *** critical ******** ** increase *** ********** ** project ******* *** ********* ****** ************* **** ** ********* to use ***** ******* management software ****** *** ************* ***** embrace *********** ********** **** ******** ****** or virtual *** ****** ****** for ****** management *********** ***** ****** ***** Information ********** **** ****** **** ******* *** ******* ************* integration of standards and ******* enhance the success ** ****** *** *** ******* offer * ***** ** *** *********** ******* for the organization **** ******* ****** **** the ******* ** ****** budget and does *** ***** ********* issues The **** metric ******* **** *** organization ** ****** schedule ***** the quality metrics ******* the project ******* *** standards offer ********** **** increase *** *********** *** ********** ** *** PMO office *********** ********* *** ******* ***** *** ************ to **** a ******* *********** in its PMO ****** *********** ******* *** *** ****** ** ******* ******* * guarantee ** ********** *** ****************************** D * ****** * * ***** *** * ****** *** ********* and *** ****** *** ******* ******** Management ******* ********** ***** Journal ** ***** * ***** Kim D ****** The Effects ** ******** ** ******* ********* ********** and Business Alignment ** *** ********** Sustainability ***** 238Lee-Kelley * ***** ****** * (2017) *** managers’ *************** ************* ** * purposeful ******* community-of-practice ************* ******* ** ******* Management 35(1) *******

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