Wigo4it is a Dutch government organization that develops social ICT solutions for the four largest municipalities.
In this case study from the book: Agile portfolio management – The bridge to strategic agility by Henny Portman and Rini van Solingen. How Wigo4it sets up its portfolio management process is examined.
Take a look and download this case study below.
Are you curious about more cases like this? Via www.managementboek.nl you will find the full book.
The term Project Management Office (PMO) evokes a variety of associations. For some, it's synonymous with reporting and control. For others, it represents structure, prioritization, and acceleration. This difference in perception explains why more and more organizations are considering a new name.
Many organizations launch more projects than is logical. It looks energetic, there's movement everywhere. Yet, progress stalls when attention is spread too thinly. Teams frequently switch topics, dependencies pile up, and results lag behind. Ambition without focus rarely yields what you intend. This blog post is about two mutually reinforcing factors: sharp focus and results-oriented work.
It's a familiar scene: a board meeting where projects are being scored in an Excel spreadsheet. Calculations are busily performed, weightings are adjusted, and ultimately, a neat list of priorities emerges. Everyone nods, but as soon as the meeting is over, discussion resumes.