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Best Of Both PMO Worlds
In establishing a project management office, many organizations make the mistake of choosing between the extremes of two PMO models: support or supervision. In fact, the two functions are not mutually exclusive, and the ideal model combines the best of both.
Among corporate executives, particularly in IT, there is a growing consciousness of the need for a project management office (PMO) to provide project management guidance to the organization. Unfortunately, many organizations feel compelled to choose between the extremes of two PMO models: one emphasizing a support role and one emphasizing a supervisory role. In fact, these two functions are not mutually exclusive, and the ideal model combines the best of both.
Here is a description and comparison of the two competing models, including their strengths and weaknesses, followed by a look at a third model, emphasizing a facilitation role, that can combine the best of both PMO worlds.
Company X added a PMO to its IT organization and gave it a support role. Creativity flourished as PMO staff helped stimulate the development of many new projects. However, there was little control; projects sprang up everywhere, each developing a life of its own. When the company’s overall business objectives changed, the projects continued regardless of whether or not they were in line with the company’s new directions. Millions of dollars…
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