All project management offices are not created equal, and the perception of a PMO’s value within an organization will greatly influence a project manager’s decision to pursue a position in it. Here are five concerns that could discourage a project manager from seeking a PMO-related role, and why these unappealing factors still might provide opportunities to grow.
This is the sixth article in an ongoing series about PMO best practices.
There are solid reasons to seek a position in a project management office. As the previous article in this series pointed out, an assignment in a PMO can offer project managers hands-on experience in enterprise-level risk, change and issues management; expand their awareness of business issues; and provide an environment to develop leadership skills. Perhaps most appealing, it can also offer the opportunity to become part of the solution to project management processes in need of fixing.
All PMOs are not created equal, however, and the perception of a PMO within an organization will greatly influence a project manager’s decision to take a PMO assignment. Here are five less-than-enticing perceptions that could, on the surface, persuade a project manager to say, “Thanks, but no thanks.”
1. The PMO is a staff function
Ineffective PMOs are perceived as providing low value at high