How 'E' Is Your EPMO?
Paul has run a plethora of projects in multiple industries throughout his 20-year career, ranging from process improvement to agile to most recently cyber-security. Paul is also a reputable speaker, drawing practical and humorous conclusions from the "trenches" of his employers. Paul's dedication as a PM practitioner started decades ago, when he became one of the first 10,000 people to earn the PMP.
Having worked as a project manager in various PMO settings in my career, I have observed the return they bring to organizations that invest in them. I’ve also observed how a PMO can benefit a project manager looking to build a career. Yet the most useful reflection I can offer on PMOs is the current “E”-PMO that I work out of my employer, a large regional healthcare provider.
Why “E”? “E” stands for “enterprise,” meaning our PMO is multi-disciplinary, objective and it looks out for the broader interests of the entire organization versus disparate (sometimes conflicting) departmental goals. How “E” should your PMO be? Well that depends on…
The organizational environment
We are a non-profit clinical healthcare provider with strict financial and outcome goals, and we tend to run “lean and mean” in a flat organization to achieve them. Additionally, we offer a diverse array of services, from surgeries to acute care to routine physician visits to specialty consults.
With such an offering, you can imagine the vast footprint of medical and information technologies to not just support these services, but also to keep them current. Just as the need to better manage technology projects solidified project management as a profession and standard, I believe the need for PMOs surfaced from the …
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