Where Does Your PMO Fit?
You already know there is no 'one type fits all' when it comes to a project management office. But does your PMO have a type at all? Does it attempt to do too little or too much? Or is it hemmed in by your organization’s oversight or lack of project portfolio management maturity?
In a 2016 report “Four Types of PMOs That Deliver Value,” Gartner took an in-depth look at the four broad types of Project Management Offices commonly found in most organizations. For starters, there is no standard or template for determining the right type of PMO that an organization should establish.
In the report, Gartner explains why engaging the business and key PMO stakeholders is essential to ensuring your organization can deliver on your most critical targets. Once you properly design a PMO to meet your needs, then you can move beyond its functions and services. PPM leaders who embrace the best style for their organization can tailor it to support organizational needs at just the right level.
What does this look like? For starters, you must identify what you are trying to accomplish or fix by establishing the PMO. According to a Gartner survey, the main drivers for PMO formation include:
- Improve the management of all projects – 71 percent
- Standardize business processes – 64 percent
- Improve delivery timeliness or quality – 63 percent
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