John FarlikProgram & Project Management| SPX FLOWWaxhaw, Nc, United States
My organization's Project Management Maturity is developing. We are to the point where we have about 10 PM's who have "grown up" in different parts of the company (IT, Marketing, other business lines, etc). I've read about the advantages and disadvantages of the Project Management Office (PMO) organizational method versus the Center of Excellence (CoE) concept. I'd really like some feedback on the IMPLEMENTATION of these concepts in your organization over time.
1. Are you organized as a PMO or a CoE? 2. What do you like most about the way your PM activities are organized? 3. What needs the most improvement? 4. If you could start over how would you organize differently? Saving Changes...
About a decade ago we realized the need for a separate entity to "manage" our major capital projects. Two new divisions were created in which all new major capital projects were located. We refer to each of the projects as a PMO. In addition, at about the same time we also realized there was a need for a corporate PM COE. This entity instituted a new internal PM certification program in addition to providing projects with support. The service delivery model for PM COE has recently changed with an emphasis towards more "hands-on" assistance meaning actually helping projects complete the necessary documentation and less PM "advice". From a governance perspective, our department (federal government) is working towards obtaining approval to manage projects without oversight for higher complexity/ risk projects, and although we are fairly good at PM compared to other departments, we are still maturing and have a ways to go before becoming a fully matured PM organization. Saving Changes...
