Making the Case for a PMO
Marc Lacroix is a Managing Partner of RTM Consulting with a proven track record in achieving Professional Services organizational growth and operations improvements in a variety of companies. Marc has extensive expertise in PS organizational strategy, delivery methodology development, resource management, professional services automation (PSA) and program/project management.
Every delivery leader would agree that consistent, standard, repeatable delivery execution is a goal of every organization. For Professional Services Organizations (PSOs) of any reasonable size, a Project Management Office (PMO) is essential to achieving this goal. Too often, however, organizations do not have one, have abandoned them or have not adequately structured and funded them to be effective. This is a missed opportunity to bring more value to your organization through more consistent project performance and execution.
PMOs are misunderstood creatures. The first challenge in gaining acceptance of PMOs is conveying their value. The fact is there is a strong correlation between the existence of a PMO and project success. Second, not all PMOs are the same. Each organization is different, and PMOs can be structured to meet the unique needs of each organization.
What is the Right PMO Model?
While there are multiple variations of PMOs, the key factors in determining the right model boil down to:
- global versus regional
- center of excellence (COE) versus organizational home of project managers
Global versus Regional
Where does the PMO belong in the organization? It depends. You can start regionally and evolve to a global organization. Alternatively, some companies start small at the global level and then look to anchor the PMO in the regions. It is …
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