Amidst all the talk about the value of project management offices (PMOs), maybe organizations should be looking at size.
"PMOs do not have to be big", says Ardi Ghorashy, PMP, PgMP, a partner with 80/20 Consulting Inc., Markham, Ontario, Canada, told me in a recent interview.
"The biggest mistake I think that companies make is that they create a monster organization with a lot of overhead and they also bring all the project managers to report into a PMO. That creates a big lump sum of cost sink that becomes very visible at the executive level every year when you review your finances.
Then the question will always get asked, 'What's the return value on this investment.' And project management has traditionally been very difficult and notorious at quantifying its ROI.
... By its nature, a PMO has such an encompassing impact on the organization that it affects a lot of things. You can't really measure it very easily. .... These days we say PMOs need to be implemented extremely thinly. [Thin] PMOs will demonstrate the value very, very easily."
What do you think? Are "thin" PMOs the way to go?