Value does not originate in a corporation’s Finance or Marketing departments, but rather from the goods and services the organization produces. Yet the Project Management Office, the business unit more aligned to production of those goods and services, often doesn’t have a seat at the strategy table where value decisions are made. Historically marketeers and accountants have dominated the discussion with mixed results.
The role of the PMO has rapidly expanded over the past decade, and aligning project and program delivery to strategy is the next logical step in its maturity. In this presentation, Jim will provide a case as to why the PMO should be a key player in determining the strategic direction to which delivery is aligned. Using examples from such successes as the U.S. space program and failures such as Worldcom (plus a few flying stories), he will identify steps to address the challenge of increasing the PMO’s influence in driving strategy.
Jim Furfari is a retired Air Force fighter pilot who attributes his success in project management to the similarities in skills involved in both building and bombing bridges. His project management experience began during his Air Force career where he managed various projects and programs including the air-to-air missile program for continental air defense forces. After retiring from active duty, Jim joined MCI as a project manager, working his way into their PMO as a release manager.
For the past seven years Jim has developed and led the Enterprise Project Office for Colorado Springs Utilities, a four service community-owned utility that provides natural gas, electric, water and wastewater services to more than 500,000 customers.
Jim holds a BSEE from the United States Air Force Academy. His flying career included time in the F-106 and F-16 fighters, and he was stationed in Canada, Spain, and various sites across the United States.
