Your Relationship with the PMO
Many of us would likely agree that most PMs require a robust set of relationships across the organization to deliver successful projects. It seems reasonable to assume that it is in fact possible for the occasional PM to thrive on their own, and I suspect we can all imagine (or indeed know of) scenarios where the “lone wolf” PM can be effective (and indeed that is required in certain circumstances).
But most of us (aka the mere mortals) require many productive relationships across the organization to deliver our projects. This I suspect holds true across all industries and is therefore true for the construction PM, the IT PM, the research lead and the coach charged with implementing a new suite of analytic tools.
With respect to IT PMs that work in a mature project organization, the environment very likely includes the PMO. The PM’s relationship with the PMO is important, so these PMs would be well advised to understand the role of the PMO in the organization. This understanding can be used to answer key questions:
- How can the PMO be leveraged to help deliver the project (i.e., a project facilitator)?
- How could the PMO have a negative impact on the project (i.e.: a project blocker)?
Depending on the PMO and the overall organization project culture, both scenarios are possible. The approach to establishing the relationship with the PMO
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