Mark MullalyPresident| Interthink Consulting IncorporatedToronto, Ontario, Canada
My first column of the year outlined some of the challenges and issues that I see addressing in coming columns and deliverables within the PMO department. Some of those points include:
Permanent vs. initiative based PMOs
Whether the PMO should be a controlling or supporting organization
The role of methodologies
The PMO as a strategic driver vs. a strategic enabler
Appropriate staffing and funding levels for the PMO
I invite readers to contribute their challenges and ideas of topics that need to be discussed, explored and addressed. What are the burning issues you face in running or setting up your PMO? What are the questions your management team has that you need answers to? What are the barriers you face, and what are some of the successes you've had? As always, I look forward to the dialogue. Happy new year, Mark Saving Changes...
Thanks for your excellent contribution to kick the year off.
Looking around the Australian scene, there is still a lot of confusion around PMO's; and organisations looking to create one face myriad challenges.
But your comment re: supporting vs. controlling is a vital clue. My advice is that this decision should be taken with careful and realistic appraisal of the current state of play or project management maturity in the organisation.
Is the organisation process-ready to receive a controlling PMO (generally the default view of a PMO in my experience); is there genuine management support for a measure of central control of projects; and what is the impact on the current authorities and accountabilities.
A strong argument, I feel, for an iterative approach to PMO in some circumstances. Starting easy with a supporting approach, winning confidence and support for the PMO concept and moving into the controlling mode when and if the organisation is ready.
My only misgiving against this approach is that those who oppose a controlling PMO may take the introduction of a supporting PMO as a sign of organisational weakness. So the long term aim should be flagged early in order that there are no misapprehensions about the management intent, and no shelters for the change averse are inadvertently created.
Regards from Brisbane, Oz
David Hudson, AFAIM, MAIPM, MPD Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Mark, you have an excellent post and the response from David Hudson is "Spot on, mate..!" One topic, in particular, that I would like to see more focus on is Continuous Improvement. Having worked in Asia and Japan for seven years, it is striking to see how much they focus on continuous improvement compared to our nearly absent attention to it. It seems that we enjoy debating PMO setup, challenges and issues "til the cows come home", but we rarely discuss or practice continuous improvement. Maybe that's why I drive a Japanese car, listen to a Japanese Hi-Fi, and bass fish with a Japanese rod and reel. Regards. -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
Please accept my humblest apologies for the intrusion, however I would like to ask you all a question. I am in the process of completing my PhD on the development of a transition management framework to aid the delivery of Level 5 CMM strategic programme management office.
Would it be possible to ask, any one of you, for advice on what you believe would be the approach to establishing a career in pmo's?
Any advice is, in advance, most appreciated.
Many thanks,
Zafeiris K. Petalas Saving Changes...
