Time for a PMO Revamp

Laura has experience with big four consulting organizations; was a managing director at a start-up international technology consulting organization that provided off-shore services; and currently is the owner of LAD Enterprizes, a management and information technology company. She provides project management services and training to assist organizations in realizing their goals through projects.

Recently, I overheard a COO discussing the organization’s PMO dashboard with the director:

“I note the in-progress strategic projects are on the dashboard, but what about the other requested strategic projects? I need to understand our resource needs for all our projects. This dashboard does not provide any resource information and I can’t find the information on any of your reports. You guaranteed me a PMO would take care of my problems and answer my questions. Can’t we just purchase a PMO-in-the-box?”

Ouch! Communication problems, expectation disconnects and relationship issues. Add to it a perception by the COO that a PMO is commodity. As the conversation continued, it was apparent the PMO director’s focus was on the tactical aspects of a PMO because that was his experience with them. The alignment of projects with the organizational strategy was not a priority for the director, even though the executive management team clamored for information about all strategic initiatives.

Instead of starting over, revamp the PMO. Revamping a PMO and changing its focus takes a commitment by everyone to achieve success. Treat the revamping effort as a project because it is a project. Include in the plan necessary tasks to resolve the organization’s specific challenges and issues. In this scenario, consider tasks such as: educating …

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