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Fixing the PMO
As PMO visibility increases across industries, so do failures.
The project management office (PMO) may be the fastest growing organizational structure in project management, but many companies' PMO efforts have stalled or failed to live up to original expectations.Many of the problems can be attributed to lack of PMO knowledge by initiators, a failure to adhere to applicable best practices and lack of sponsor support, according to Mike Beard, PMP, president of P4 Project Management in Brea, Calif. Beard is also the creator of a course called "The Dynamics in the Development of a PMO," which covers PMO implementation, success barriers, maturity models, lean practices, and strategic and tactical objectives.
"Executives must recognize that the implementation of a PMO is not an overnight express setup," Beard says. "The timeline is in years, and the scope expands across the enterprise. But often management requires the implementation be done in months, and only in a department or vertical unit."
With PMOs under pressure to deliver quick bottom line results, implementers of PMOs need to focus on areas where they can produce immediate value such as reducing paperwork, Beard says.
"PMOs can provide data for change through templates, while reducing the number of files and papers people have to open and touch," Beard says. "…
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