Building a
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Peter Taylor, PMP,
head of the global PMO,
Kronos, Coventry, England
classic accidental project manager,” he says. Since
then, he has led several PMOs and written 15
books about project management.
Why did Kronos decide to establish a PMO?
;e organization is undertaking a signi;cant
change as we move from being primarily an on-site
software licensing provider to a pure software-as-a-service provider of solutions in the cloud. Today
we have more than 16,000 customers running in
the Kronos Cloud, and we’re being asked to help
our customers with larger and more complex
projects and programs. Our customers require
consistency of language, approach and methodology around the world. Some of those organizations
themselves have sophisticated PMOs in place, so
a peer-to-peer conversation was required. So Kro-
K ronos delivers workforce man- agement tools to tens of thou- sands of organizations around the world. In recent years those tools—to control labor costs,
minimize compliance risk and improve productivity—have shifted from an on-premise software
model to the cloud. With projects becoming
larger, increasingly global and more complex,
Kronos realized it needed its own workforce management solution: a global project management
o;ce (PMO). ;e PMO launched in late 2014 to
support about 200 project managers around the
world.
To lead the PMO, Kronos tapped Peter Taylor,
whose project management career began in the
home computer industry in the 1980s. “I was the
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