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.
Call #1 - Get a common understanding of your PMO options.
Call #2 - Use Info-Tech’s tool to figure out where you are.
Call #3 - Engage leadership.
After each Info-Tech experience, we ask our members to quantify the real time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this Blueprint, and what our clients have to say.