connections among the projects,” Mr. Cabuto says.
The PMO also started closing the talent gap by
training project practitioners through workshops
To guide and help control project activities,
AMC’s new PMO, which focuses on IT initiatives in
the U.S., has provided teams with governance tools
including project scorecards and charters. But Mr.
Karagianis knew that to be successful, the PMO had
to be seen as a partner rather than a policeman of
the department and the business.
“In entertainment, it’s different. The industry is
very collaborative, so the PMO needs to collaborate
with the business,” says Mr. Karagianis, who worked
in finance for more than a decade before moving
into the film and television industry. “To some
extent you have to hide formal processes. Don’t beat
people over the head with tools. Yes, there’s a char-
ter, but this isn’t presented in formal, scary terms.
The key is to be inclusive, not exclusive.”
The value of that approach is being seen in how
PMO processes are beginning to be informally
adopted outside of the IT department. “We’ve
almost embedded project managers inside of the
business. The standardization we now have in IT
is starting to bleed out across the organization,”
he says. “The business is starting to use the same
terminologies we use and work with the PMO to
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