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Not sure if the role of the PMO is definitely fixed in any standard and as such if that argument is valid or even relevant.
Having a steerco for a project, mostly led by the sponsor, they mostly do not like third parties watching or even ask questions. In my last engagement, I could position the PMO on the portfolio board (weekly), reporting on portfolio health but then fighting with the management about this. The CEO liked it and it was a good check and balance.
But even then I did not succeed in positioning the PMO in the steerco's of the individual projects. Politics.
If the sponsor and PM have a good relationship (as it should be) why would they let outsiders watch, as they want to deal among themselves? If they do not have a good relationship, both do not want to make this public.
I see the only way to bring the PMO into steerco's if there is a company policy doing so. Or if the PMO does project health checks and asks to present them to the sponsor.
I once did a healthcheck on request of a COO and was forced not to present the results.
This really depends on the role of the PMO - it's mandate and accountabilities.
You can imagine that in any type of large portfolio, the number of projects and hence project steering committee meetings might be very large and without sufficient context into what is going on, would a PMO representative add any value?
I would suggest that such attendance would make sense on an exception basis - for example, projects which are showing a chronic poor health trend and which are over a certain threshold from a strategic impact, cost or risk perspective.
That's an interesting question.
At the outset, it really depends upon organizational culture, structure, or policies. In a large complex multi functional organizations with unique centralized PMO like team for each businesses, this would probably not be the best use of PMO's time. A lot will be managed locally by regional teams.
It really depends upon what value PMO could add to the specific projects.
@Ximo veo que eres de España asi que escribo en nuestro idoma nativo. Si estamos hablando del steering committee del proyecto no agrega valor que la PMO participe. El project manager es quién debe administrar estos meetings.
Estamos ejecutando proyectos bajo un framework basado en Prince2 y hay bastantes casos en los que tanto los PMs como los PB/ST andan un poco perdidos.
Por otro lado, tenemos PMs que no comunican con la PMO y para saber cómo va el proyecto no tenemos otra más que acceder a esos meetings en calidad de PMO, para escuchar.
En cualquier caso, entiendo que aportamos valor y se nos aporta a nosotros al poder ver de primera mano la salud del proyecto en esos meetings y poder ayudar en los procesos a seguir por ambas partes.
Yo no lo hubiera dicho mejor! Es otra opción que se baraja, realizar workshops or Q&A para educar a la gente involucrada en proyectos...
Gracias de nuevo Sergio, buen punto de vista!
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