Project Management

The Strategic PMO: What About the PMs?

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 [email protected] Andy's new book Risk Management for Project Driven Organizations is now available.

In the last few years, I have been advocating the need for PMOs to take on a more strategic role within organizations. You can see it in some of the articles that I have written here, you may have heard it in some of the webinars that I have presented, and I have shared my thoughts with some of you on a more individual basis.

However, as one reader pointed out via email recently, I haven’t ever addressed what the implications of this strategic shift are for project managers. The person that wrote to me is a PM in a PMO that has recently been asked to assume portfolio management responsibilities for the organization--and as a result of this shift in focus, the PMs are now feeling unsupported.

I suspect that this is a situation that is repeating itself in a number of organizations, so I will try and offer some thoughts here. Before I start, there is one thing that I think is important--I don’t believe that problems for PMs are automatically caused by a PMO becoming more strategic in focus, I think that the problem is one of execution, management and/or resourcing, and here’s why…

A PMO is a business function, not a project function. But when a PMO is asked to make a fundamental change to the work that it performs or to its areas of accountability, that’s a project. It has a specific and unique purpose (to change the role of the PMO), …


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

ADVERTISEMENT

Continue reading...

Log In
OR
Sign Up
ADVERTISEMENTS

"In the fight between you and the world, back the world."

- Kafka