Are You and Your Executive Team in Harmony?

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 Andy's new book Risk Management for Project Driven Organizations is now available.

PMOs have come a long way in recent years, with many of them now providing a tremendous amount of value add to their organizations in different ways. For some, that means a full lifecycle portfolio management approach covering all business areas and all project execution levels. For others, it may simply be a support function for project managers and a center of excellence for best practices. Both of those approaches, or any of the countless other variations on a PMO model, are perfectly fine—as long as the PMO is delivering what the organization expects.

That’s what I want to explore in this article—the alignment between expectations and reality. As one year just ended and a new one begins, it’s a good time to look for opportunities to adjust the PMO to better meet the needs of the organization. However, to do that you need to ensure you understand those needs, that they are reasonable and relevant, and that all stakeholders understand that mandate.

It shouldn’t be so hard
If we forget about the PMO for a moment, it’s a little odd to think about needing to define and confirm understanding of the function of a particular department within the organization. No one would need to have the role of sales explained to them—or finance, or marketing or any other group. There may be some discussion around boundaries between one group and …

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"The most incomprehensible thing about the universe is that it is comprehensible."

- Albert Einstein