If business executives and sponsors don't understand the need for a PMO — and view it as overhead — how can we convince them of its value?
如果业务主管人员和高层执行官不明白建立P MO的必要性——认为它是无用的——那我们怎么说服他们相信它的价值呢？
As an example, let's examine just one role in the PMO — facilities administration — and how it contributes to program success.
举一个例子，让我们只检查一下P MO中的一个任务——设备管理——以及它如何对规划成功有所贡献。
The concept of Project (or Program) Management has been around for a long time and most companies with a reasonably sized it department, or it activities have a formal Program Management Office (PMO).
项目(或程序)管理的概念已经出现很长时间了，具有一定规模的IT部门或IT活动的大多数公司都有正式的程序管理办公室(PMO)。
A critical success factor for the it transformation was establishing a project management office (PMO) function and having it work with all stakeholders.
IT改造的一个关键成功因素是建立一个项目管理办公室(PMO)功能，并且使其与所有涉众一起工作。
PMO. If it exists in the performing organization, the PMO can be a stakeholder if it have direct or indirect responsibility for the outcome of the project.
工程管制办公室。假如工程实施组织设立了工程管制办公室，并且对工程的结果负有直接或间接的责任，它就估计成了一个的利害联系者。
PMO. If it exists in the performing organization, the PMO can be a stakeholder if it have direct or indirect responsibility for the outcome of the project.
工程管制办公室。假如工程实施组织设立了工程管制办公室，并且对工程的结果负有直接或间接的责任，它就估计成了一个的利害联系者。
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