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Should PMO be run by the project management body?

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Kiran Dasgupta Minneapolis, Mn, United States
Is PMO a separate body from the main project management group in the organization? If the main project management group happens to be the technical managers/supervisors running IT projects, do you see any problem them running PMO as extension of their functions? What do you think their relationship should be with PMO?
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Frank Patrick Boonton, Nj, United States
As long as the project management group does not focus only on IT aspects of projects, there should be no real problem, however, since projects need to span far beyond IT to actually achieve business value, I would try to get the PM effort out from the purview of the IT silo. Let technical managers and supervisors focus on supporting their resources, and let PMs watch the holistic aspects of the projects.

As a matter of fact, as I re-read and write this post, I'll back off my previous statement. Your tech managers and supervisors have their hands full with extending their responsibilities to PMO stuff.

Projects that contribute business value involve far more than IT. And having silos within IT owning the management process runs a serious risk of sub-optimization of the organization's results.

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Mark Price Perry Business Driven PMO Evangelist| BOT International Orlando, Fl, United States
Dear Kiran, there are a number of PMO models from enterprise, to line of business, to IT PMO, etc. I agree with Mr. Patrick's post. Projects that contribute business value are more than just the IT projects. But no one shoe fits all sizes. Often, starting the main project management group with the technical managers and supervisors that are currently managing IT projects can be very helpful in that these people have very good project management and technical skills. This can be more of an opportunity to promote and propogate these skills, rather than a problem. Good luck. -- Mark Perry, VP of Customer Care, BOT International

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