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The Program Management Office was disbanded in favor of a Product Portfolio Management Office with a Chief Product Officer (reporting to the CIO) recruited from the business. Deliverymanagement was devolved, with teams given the freedom to choose their own product and requirements management practices and tools.
In a relationship with an IT supplier, this means that while operational management teams would oversee operations on a daily basis, executive leadership maintains its focus on the overall vision and goals of the partnership in monthly or quarterly meetings.
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