Project Management

Building Your PMO for Fun and Profit

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-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.

PMOs form a large part of my business. A lot of my clients ask me for help and guidance in improving their existing PMOs or to help them create a PMO model that supports their business needs. I would like to think that I get these calls because I am the “go to” person when it comes to this sort of work, but the truth is that the main reason that PMOs form such a large part of the work that I do is that many organizations have problems with their PMOs--they simply aren’t getting the benefits that they expect.

There are a lot of different reasons for this, but one of the recurring themes that I hear is a sense that the organization doesn't feel as though the PMO is delivering value to the organization, or if it is delivering value they aren’t sure where and how much. When I start working with those organizations and I speak with the project managers that the PMO supports, I frequently hear a different set of concerns. PMs don’t feel as though the PMO is providing them with support and guidance--often the complaint is that the PMO is adding overhead and bureaucracy to the PM’s job without adding any value to their environment.

This is clearly a major problem--if so many PMOs are seen as lacking in value by both the organization that they work within and the PMs that they support, then their days are numbered. So what’s the …

Please log in or sign up below to read the rest of the article.


Continue reading...

Log In
Sign Up

"The radical of one century is the conservative of the next. The radical invents the views. When he has worn them out, the conservative adopts them."

- Mark Twain