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Topics: Organizational Project Management, PMO, Strategy
PMO vs Executive Management
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PMO and Executive Management are clearly two different work streams. PMO's are initially working as a purely supportive function to the Executive management, but when they are maturing, PMO's are expected to be more agile in strategy alignment. Is there a risk of overstepping or conflict if the PMO over performs in this area?
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Ideally, it should be a partnership, and not a competition.
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1 reply by Satish Sharma
Feb 08, 2017 7:39 AM
Satish Sharma
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Thanks Andrew! Agree. There can be no contrasting view to the roles of executive management and PMO, the only point is their influence on strategy selection, PMO's are specialist in the area of project management, whereas executive management is having a wider are of decision making. Partnership at highest level is a sign of maturity and long term benefit.
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Feb 08, 2017 6:34 AM
Replying to Andrew Craig
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Ideally, it should be a partnership, and not a competition.
Thanks Andrew! Agree. There can be no contrasting view to the roles of executive management and PMO, the only point is their influence on strategy selection, PMO's are specialist in the area of project management, whereas executive management is having a wider are of decision making. Partnership at highest level is a sign of maturity and long term benefit.
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PMOs (regardless of their charters) are always service organizations that must be aligned with Executive management on a number of dimensions. I don't think this relationship changes, regardless of the maturity of either entities.

What does change is the importance and credibility the PMO can bring to allocating resources, and in some cases, achieving results, relative to the strategic direction set by the executives.
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1 reply by Satish Sharma
Feb 09, 2017 7:37 AM
Satish Sharma
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Thanks Cris!
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Satish, sorry if I did not understand your post but I fully disagree with you. First of all, PMO is born from strategy analysis where organizations determines that some functions that belong to project management deserves to open a new business unit named, for example, PMO. When organization creates a PMO without following that path is when PMOs have hugh problem from the genesis. On the other side, in some organizations around the world the PMO leader belongs to executive management team. Let me say that this situation will not make better the PMO existence inside the organization.
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1 reply by Satish Sharma
Feb 09, 2017 4:13 AM
Satish Sharma
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Hi Sergio,
Thanks for sharing your insight. So you are saying that there is no convergence of PMO with Executive management hence the reason of conflict or crisscrossing authority level, eventhough PMO's become highly influential in setting up strategy for overall project management fuction, which might come somewhat in parralel with the executive management's area of operations?
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Feb 08, 2017 5:36 PM
Replying to Sergio Luis Conte
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Satish, sorry if I did not understand your post but I fully disagree with you. First of all, PMO is born from strategy analysis where organizations determines that some functions that belong to project management deserves to open a new business unit named, for example, PMO. When organization creates a PMO without following that path is when PMOs have hugh problem from the genesis. On the other side, in some organizations around the world the PMO leader belongs to executive management team. Let me say that this situation will not make better the PMO existence inside the organization.
Hi Sergio,
Thanks for sharing your insight. So you are saying that there is no convergence of PMO with Executive management hence the reason of conflict or crisscrossing authority level, eventhough PMO's become highly influential in setting up strategy for overall project management fuction, which might come somewhat in parralel with the executive management's area of operations?
Network:1372



What I tried to say is: if the PMO was born derivated from strategy formulation then the PMO Leader is part of the Executive Management. Those are what some people named "Strategic PMO". The aligment with the strategy is implicit because the PMO was born from strategy formulation. When the PMO is creating for any other reason is when the PMO has to demostrate the value it delivers to the organization. But always PMO is aligned with the strategy because portfolio/program/project are started to put the strategy to action.
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1 reply by Satish Sharma
Feb 09, 2017 7:35 AM
Satish Sharma
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Thanks....
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Feb 09, 2017 4:56 AM
Replying to Sergio Luis Conte
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What I tried to say is: if the PMO was born derivated from strategy formulation then the PMO Leader is part of the Executive Management. Those are what some people named "Strategic PMO". The aligment with the strategy is implicit because the PMO was born from strategy formulation. When the PMO is creating for any other reason is when the PMO has to demostrate the value it delivers to the organization. But always PMO is aligned with the strategy because portfolio/program/project are started to put the strategy to action.
Thanks....
Network:713



Feb 08, 2017 1:42 PM
Replying to Cris Casey
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PMOs (regardless of their charters) are always service organizations that must be aligned with Executive management on a number of dimensions. I don't think this relationship changes, regardless of the maturity of either entities.

What does change is the importance and credibility the PMO can bring to allocating resources, and in some cases, achieving results, relative to the strategic direction set by the executives.
Thanks Cris!
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I agree with my colleagues, a PMO is created from a strategic need and, thus, from senior management.

I have seen attempts at starting a PMO at a lower level of the organization, like IT. They usually spend a lot of time justifying themselves and their services.
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1 reply by Bruce Gay
Feb 09, 2017 12:17 PM
Bruce Gay
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@Stephane - agree +1
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Feb 09, 2017 11:13 AM
Replying to Stéphane Parent
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I agree with my colleagues, a PMO is created from a strategic need and, thus, from senior management.

I have seen attempts at starting a PMO at a lower level of the organization, like IT. They usually spend a lot of time justifying themselves and their services.
@Stephane - agree +1
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