Project Management

PMI Survival Guide: Your PMO Must Deliver ROI

Sarah Fister Gale

In what remains a tenuous recovery at best, it’s survival of the fittest. And project management offices (PMOs) are no exception. When the economy took a dive, those with a weak mission and no executive support were among the first on the chopping block.

Yet those PMOs with strong leadership and a clear strategy that added quantifiable value to the bottom line not only made the cut, they were progressively thought of as a go-to resource for the executive suite.

“In today’s increasingly competitive environment, organizations need to formalize and improve the way projects are conducted,” says Rogério de Mello Pires, PMP, corporate PMO, portfolio and program manager at Itaú Unibanco, a bank in São Paulo, Brazil. “In that context, the PMO is being recognized by a larger number of organizations to be a project management business function structure of increasing importance.”

More than half of PMOs now report to the highest levels of management, according to The State of the PMO 2010, a survey of 291 U.S. project professionals across sectors by PM Solutions, a project management consultancy in Glen Mills, Pennsylvania, USA. And they’re working on high-value strategic tasks, including implementing or managing the governance process (72 percent), advising executives (64 percent) and participating in strategic…


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