How Many Oversight ‘Offices’ Do You Really Need?
Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.
There sure are a lot of “offices” popping up in organizations these days. Wading through the oversight organizations, I feel like Dorothy in The Wizard of Oz as I chant “CMOs, PIOs and PMOs, oh my!”
But does an organization really need all three of these offices, or would a better approach be to merge them? And if they were, what would you call the merged entity?
To answer this, it might be good to review what each does and what they have in common:
|
Org. Change Management Office |
Process Improvement Office |
Project Management Office |
|
“Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise.” |
Definition: Business process improvement is a method for aligning the way an organization does business with its strategies, goals and objectives (SGOs) by analyzing the way the organization operates today and the way it needs to operate in the future in order to realize its SGOs. |
Definition: Project management is the process of organizing a team of subject matter experts to develop and execute a plan to achieve the effort’s stated goals and objectives in a … |
Please log in or sign up below to read the rest of the article.
|
"One of the symptoms of an approaching nervous breakdown is the belief that one's work is terribly important. " - Bertrand Russell |
