The PMO as Service Provider
One of the more significant trends in the evolution of project delivery over the last few years has been the idea of team autonomy and empowerment. In order to ensure that the solutions delivered are optimally aligned with the business needs—and hence the ability to earn value for the customer and the business—leaders are increasingly recognizing the importance of allowing teams to drive the decision making around their work.
There are many elements to that—ensuring project managers and teams have the skills and information necessary to make decisions, encouraging flexibility in approach to allow for the selection of “best fit” work methods, and so on. It requires project teams to be even more comfortable with uncertainty, and mandates the need for strong stakeholder relationships to ensure that evolutions to needs and environments are understood and responded to appropriately.
PMOs have a critical role to play in this empowering of work teams. They have to evolve from prescriptive bodies that “push” standards and methodologies into delivery environments, into enablers of the empowered environment where PMs feel both confident and competent enough to embrace a less structured and more flexible approach to their work.
But what does that mean for PMOs in terms of their day-to-day work?
The services menu model
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