PMO Models: Are PMO Models emphasized too much?

Why is it that so much deliberation is placed on PMO Models? Too often, organizations myopically focus on "the model" and in end up choosing which of many potential approaches is the best fit. And sometimes lost in the deliberations is the fact that each of these many models have practical characteristics that would well serve just about any PMO.

Of course models are helpful. They allow us to envision, in advance, what the final outcome will be. And, they also allow us a common view from which we can have a meaningful conversation, exchange of ideas, and some degree of debate and consensus. And the better the model, the better the chance of successfully achieving the outcome for which the model was entertained in the first place. Like a blueprint for a skyscraper. Right, well maybe not.

One of the problems is that models, especially PMO models, unlike blueprints are typically high level constructs. PMO models often offer a buzzword or catch-phrase followed by just enough description to sound plausible or should I say sellable. Some of the many PMO models out there include such examples as:

• Example 1: The Easy to Visualize Model
  • Control Tower
  • Weather Station
  • Resource Pool
• Example 2: The How Good Can We Be Model
  • Basic PMO
  • Advanced PMO
  • Center of Excellence PMO
• Example 3: The How We Do Things Model
  • Supportive
  • Controlling
  • Directive
• Example 4: The Organizational Chart Model
  • Enterprise Level PMO
  • IT Department PMO
  • Project Control Office
• Example 5: The Simple This Way or That Way Model
  • Support Role
  • Supervisor Role

No doubt about it, PMO Models make for great, entertaining, short little presentations at conferences, seminars, and events. They are ideal for those dinner meeting venues where you can enjoy a fine meal and then listen to just about anyone for the next sixty minutes, especially if also provided is a good cup of coffee, a rich chocolate dessert, and a PDU. But for many organizations, the problem with PMO Models, as a concept, is that they intrinsically are self-oriented and direct much, if not all, of the attention on the PMO as an entity unto itself. This creates a different kind of thinking and mind set and soon lost, forgotten, or misplaced as a priority is the business reason for which the PMO was created and exists to serve. Placing more emphasis on the business reason for the PMO and how the PMO can help people succeed, as opposed to the "model", helps all those involved in a number of ways. For one, it keeps the PMO, as an entity, aligned to the needs of the business and to the changes in the business. Additionally, it enables the PMO to be structured and to exhibit optimal and situational behaviors of more than just one PMO Model.

Are PMO Models helpful? You bet. Is there one PMO Model that is right or right for you? Probably not. How much time should be spent debating PMO Models? About an hour, coffee and dessert are optional.