New York University is an affirmative action/equal opportunity institution. ©2015 NYU School of Professional Studies.
M.S. in Project Management
Principles of Project Management • Leading Global Organizations
Transforming Organizations • Project Management Operations
Project Risk Analysis and Quality Assurance
Agile Project Management • Enterprise Project Management
ORGANIZATION IS THE KEY TO SUCCESS!
In today’s complex business environment, strong project management
skills are required to see an initiative through each critical phase—from
conception and planning to execution and performance monitoring
to completion and evaluation. The ability to focus on the big picture,
while remaining cognizant of the little details, is essential for success.
As more companies, nonprofits, and government agencies use
project-based methods to accomplish their goals and objectives,
experienced project managers will be in greater demand than ever
before. The 36-credit M. S. in Project Management, offered by the
NYU School of Professional Studies, provides a rigorous academic
experience that is grounded in the best practices, principles, and
methodologies. Management and leadership skills are fused with the
business and technological know-how needed to oversee projects
across industries, providing you with the tools to get the job done
now and throughout your career.
vISIT: sps.nyu.edu/mspm1b CAll: 212-998-7100
REqUEST INfO./Appl Y TODAY: sps.nyu.edu/gradinfo22b
Job Number: a1415-1368
Product: MS Project Management
Pub/Issue Date: PM Network - September 2015
never going to get it to cascade through the organization,” Ms. Tomlinson says.
Yet as she was building the PPMO at Law Society, she also knew she needed supporters at the
practitioner level. “I leveraged the early adopters
and used them as change agents for those who had
resistance,” she says.
Ms. Tomlinson understood that she, too, had to
be a change agent herself—taking on some “very
challenging conversations with people who potentially were resistant to the change,” she says.
REAPING THE BENEFITS
Despite their newbie challenges, these three fledgling PMOs are already delivering results.
At C&A, the PMO has helped bring order in a
sector known for change. The PMO’s work means
C&A can “control the budgets, schedules, scopes
and changes of our projects,” Mr. Cabuto says.
AMC is also seeing more efficient project delivery. “We’re accomplishing a huge amount of work
with a pretty lean staff,” Mr. Karagianis says. “We’re
hitting our numbers much better than we ever have,
and it’s because we’re much more realistic during
the planning phase and we’re tracking progress
better. We’re already feeling the benefit of having
[PMO-generated] data in our hands.”
The “helicopter view” provided by the Law Society’s PPMO has also delivered tangible results,
Ms. Tomlinson says. In 2013, the office’s inaugural
year, 67 percent of the 33 active projects were
completed on time, within budget and on track to
meet intended benefits. In 2014, 77 percent of 42
active projects met those criteria. There was also a
cash payoff. The entire portfolio came in £ 4 million
under budget in 2014, versus £ 1. 3 million under
budget the previous year.
No PMO can guarantee those kinds of numbers,
of course. But it’s not hard to see why more organizations in nontraditional sectors are starting to
wonder what they might be missing. PM