I haven’t gotten into how the mapping works and would like to hear from anyone else who’s read the book, was it worth the read.

In my last job, the PMO was organized in R&D, reporting to a director-level position. My question is why wasn’t the PMO working with senior management on all company projects, why only R&D. I would suggest that in order for a company to meet their operational and strategic goals, consistent project management processes and principles need to be applied across the organization. This should open up communication between departments and reduce the “silo” effect seen in most companies.