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Topics: Leadership, PMO, Sustainability
What type of PMO does your company have? (Supportive, Controlling, or Directive)
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I'm wondering about PMO maturity at different companies. My thought is that many times a PMO starts as supportive and grows into Controlling or Directive.. This growth/maturity takes time..
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Network:7241



Controlling normally. However sometime sponsors micromanages the project.
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My ex-company had a Supportive PMO.
Network:2785



We have a supportive PMO in our organization.
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We do try to realize a combination of supportive, controlling and directive EPMO, it is a hard, long winding road ... ;)
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Developing a Business Driven PMO here, have a search around the site for Mark Price Perry's contributions about that style.
Network:1042



Mostly we have a controlling PMO here in Indian Railways... Each type of PMO has its own advantages and it depends upon the type of organization.. for our working style controlling type suits the best..
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In reality, many PMOs were established from the opposite way.
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1 reply by J Walker
Jan 21, 2016 11:58 AM
J Walker
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Nguyen, please tell me more...
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Jan 21, 2016 9:51 AM
Replying to Nguyen Khai
...
In reality, many PMOs were established from the opposite way.
Nguyen, please tell me more...
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1 reply by Nguyen Khai
Jan 23, 2016 4:43 AM
Nguyen Khai
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I mean most companies start their business without well established organizational structure. They setup teams to do their business; each team will response for one or more projects. This way of organizing results in many project managers working independently and disjointedly.

Gradually, company becomes bigger and bigger with many projects; project managers (old or new) need company supports for processes, procedures, guidelines, tools; executive managers need to have all project managed centrally and tools to control projects; then company establishes an office to take care of those needs, a PMO.

To organize the new office, they first gather project managers to the PMO. The first duty is to have a central office to manage all projects and a home for project managers to work together; then they work closely to create processes, procedures, guidelines... Actually they are members of a big project chaired by a functional manager, PMO manager, to build, optimize, and standardize the company processes of executing and managing projects.
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The PMO at my company was established 5 years ago as a special purpose, controlling office for a specific portflolio of projects that spans 10 years. We are part of the corporate office and are in charge of larger projects in the Central America region.

since then, managers from other areas approach the PMO with more and more frecuency to ask for advice on methodology, share best practices, share lessons learned on previous projects, etc.

so you see, as we´ve matured in PM (slowly) we´ve developed a secondary supportive role for other areas of the company.
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1 reply by J Walker
Jan 22, 2016 11:57 AM
J Walker
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Were there challenges in gaining support from other areas? I understand that now they are coming to the PMO for advice and other things.. But in many cases, there is a time where other departments do not immediately put their arms around the PMO.
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Supportive
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