Pseudo PMOs?

  Governance   PMO   Strategy   ProjectsAtWork  

Most large organizations have established project, program or portfolio management offices, but there is a disconnect between many PMOs and the wider businesses they support, according to a group of senior executives and academics that studied the trend. They recommend that some organizations would be better served by a decentralized approach that creates “pseudo PMOs.”

We’ve seen the rapid rise of the project management office (PMO) over the last two decades. A recent survey by PM Solutions of more than 400 companies worldwide pegs adoption between 80 percent and 90 percent among larger organizations. The 2014 results, however, yielded an interesting blip — a slight decline over 2012 findings. Is this an anomaly or might it be the start of a next-generation transformation?

Earlier this year, Oracle’s Enterprise Project Portfolio Management (EPPM) Board looked at a related issue that will impact the future of the PMO. Specifically, can a PMO guarantee strategic and financial success when managing multiple global projects? The board — a steering group of senior executives, academics, and industry experts that looks at how C-level executives can successfully prioritize and manage the project portfolio — shared some interesting insights and concurred that a one-size fits all strategy — in the form of a centralized PMO — is …

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