For Want of a Process
This month's column continues a discussion regarding the challenge of how to create Project Management Offices of value. This month continues this theme through a more detailed exploration of what it takes to create a value-adding PMO, how to get there and why it makes sense to do so. In the next few months we will explore the components that comprise effective PMOs, creating a detailed roadmap of both how to get there while avoiding the inevitable roadblocks and dead ends we will find along the way.
So you want a process. Or need one. For many charged with developing a PMO, the first challenge is the development of a project management process. In fact, this can be the key make-or-break proposition that determines whether or not a PMO will ultimately be successful. Project managers, sponsors and team members alike will subject the PMO and the resulting process to a great deal of scrutiny, endeavouring to read the tea leaves to predict what sort of new project order is likely to emerge.
The role of PMO as process advocate is in fact a very natural one. As the central focal point of project management within organizations, the PMO represents a natural source for process definition and guidance. The challenge that any PMO faces, however, is making sure that what is implemented is the right process. Done well, and projects can be managed appropriately, efficiently and
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"If you work on a lobster boat, sneaking up behind people and pinching them is probably a joke that gets old real fast."
- Jack Handey