The PMO Integration Problem (Part 2)

Andy Jordan is President of Roffensian Consulting Inc., an Ontario, Canada-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at Andy's new book Risk Management for Project Driven Organizations is now available.

In the first part of this article I introduced a project that I had worked on early in my career that involved the merger of 16 PMOs. We didn’t make much progress in that article, simply looking at some of the problems that I faced when I first arrived. However, by the end of that piece the group had started to come together as a team and there may have been a light at the end of the tunnel--let’s see whether it was just a train coming the other way.

The intake process nightmare
At the end of Part 1, I said that I had assigned a process engineering task to the team. The work was around the creation of an intake process for new projects. The way that the company worked, projects were approved on an annual basis and were initiated each quarter. That meant that we had some idea of the projects that were coming down the pike, but we generally didn’t have much in the way of details. There were also additional projects that came in throughout the year that we had no prior knowledge of.

I asked the project managers to work with me to develop an intake process that would allow us to size each of these projects in terms of the IT resources that were needed, a high level estimate of the amount of time required to complete the work and the approximate cost. Because this was an exclusively IT PMO, there were some projects where the work was nothing more than …

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I see where one young boy has just passed 500 hours sitting in a treetop. There is a good deal of discussion as to what to do with a civilization that produces prodigies like that. Wouldn't it be a good idea to take his ladder away from him and leave him up there?

- Will Rogers