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Topics: organizational change BPM Forrester
1 min read
Traditionally, a fine line has divided process from project in the enterprise. The Project (or Portfolio) Management Office (PMO) is responsible for oversight of projects—however that is defined within that organization—while business process governance is often distributed throughout the organization, perhaps with some input from a business process improvement team. The business process improvement group is usually organized around a set of principles, often Six Sigma or Operational Excellence, while the PMO is operated according to its own guidelines, such as a project life cycle or systems development life cycle (I'll refer to these, collectively, as SDLC). Finally, the PMO is generally responsible for efforts that cost money, while the business process improvement folks have a clear mandate to identify savings.