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Quest Group is a premier, global executive search, staffing solutions, and consulting firm dedicated to developing strategic partnerships that maximize our clients’ human capital and talent acquisition needs.
EnfraGen Capital operates as an investment management company.
Navint Consulting is a New York, NY-based company in the Business Services sector.
At Mercer | Mettl our mission is to enable organizations to build winning teams by making credible people decisions across two key areas -- Acquisition and Development. Since our inception in 2010, we have partnered with 4000+ corporates, 31 sector skill councils/government departments, and 500+ educational institutions across 80+ countries. Our research-backed assessments, efficient cloud platform, and in-depth analytics help us deliver transformative results for our clients and their employees. We create customized assessments across the employee lifecycle, including pre-hiring screening, candidate skills assessment, training, and development programs for employees/students, certification exams, contests and beyond.
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.