13 anonymous contributors
- Problems with PMOs often start with a lack of clear definition of what the PMO is actually about and what the organization does.
- Few organizations provide the minimum required services and are not using their PMOs effectively.
- People often take for granted that their PMO should be a project management office, when in fact project management discipline isn't what's causing their projects to suffer.
- A successful PMO not only understands who its customers are but also knows how to meet their needs.
- Organizations tend to spend as little as possible on services as a natural process. You need to, at the very least, fulfil the minimum requirements of your organization.
- Failing to fulfil the minimum requirements of your organization but prescribing maximum processes will result in a PMO that doesn’t meet your needs.
Impact and Result
- Get some situational awareness. Figure out what your current state is, including the functions that are being provided. Use this blueprint as a reference to understand what your organization needs from a PMO.
- Once you have established need, properly set up your PMO with:
- A clear vision
- An articulated reasoning for establishing it
- An understanding of its goals and which challenges it sets to address
- Define a PMO with functions that work for you based on the needs of your organization and the gaps in services. A “fit-for-purpose” PMO is the right kind of PMO for your organization.
This guided implementation is a three call advisory process.