Hello, 1. Ref PMBOK 6th Ed, 2.4.4.4 Project Management Office, Page 48, "A project management office (PMO) is an organizational structure..." and "There are several types of PMO's in organizations."
2. Is this trying to say PMO is a department in an Organisation, Corporation, or Enterprise? Like having a HOD, Head of PM?
3. Should PMO exist as an independent body of members within a company?
4. How about PMO as an outsource like Consultants or ISO Audit Team as support?
Appreciate all expertise who share their experience. I'm trying to organized my thoughts.
Thank you Edwin Saving Changes...
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Hardik BhavsarCorporate Technical Services Manager| IFFCO GroupDubai, Dubai, United Arab Emirates
Role of PMO in an organization depend on Organization Maturity about Project Management.
PMO could be sole responsible for driving projects within organization or only strategist or only executor or only Planner
Role of PMO largely depend on business requirement and strategy alignment Saving Changes...
PMO is a department in an Organization for managing projects, having members of Project Managers;
Role/Responsibility of any PMO depends on the Organization structure type;
PMO also can be outsourced, having a contracted PMO specialized company running the entire projects for you. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
PMO, as an organizational structure, could be a formal or informal unit. It could start up as a group of project management professionals, working on a part-time basis.
Ultimately, the goal should be for the PMO to be a formal unit with dedicated professionals.
You should never outsource your core competencies. Whether the PMO is deemed a core competency is the question you have to ask yourself.
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1 reply by Edwin Lua
Nov 23, 2017 4:53 AM
Edwin Lua
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It is correct and more applicable of what you just said: "PMO, as an organizational structure"
Like my case, PMO exists in matrix org but belongs to Business Department.
Thanks for sharing!
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
To be successful the PMO must emerge from strategic reasons. Strategy is the way the organization answer the environmental stimuli and to answer them strategy defines the functions/process to do that. After the organization define the business strategy (an organization can have more than one business defined into it) the next step is to define they Key Success Areas, form example Marketing, Sales, Manufacturing, etc. Those are not physical units. Those are areas where functions/process are grouping. If from strategy have defined that portofolio/program/project management functions/process must exists then it is the time to group them into a Key Success Area. PMO for example. But still, the PMO is not a physical unit. The last step is to decide if those Key Success Areas deserve to be located into a physical unit. So, that is the moment to decide if a PMO deserves to be created as a physical unit or not. In many companies you will find portfolio/program/project management process distributed into physical units that are not a PMO.
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1 reply by Edwin Lua
Nov 23, 2017 5:02 AM
Edwin Lua
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In summary, PMO is not necessarily a physical department or unit, however, should exist with a strategic purpose, e.g. the enabler.
This applies to my company where PMO drives for organizational objectives and it co-exist in Business Department.
Thanks for sharing!
Saving Changes...
Anonymous
What a PMO is?
Based on what see in the industry, a PMO can be anything you want it to be - from a clerk reporting to a manager up to a division within a company with all PM personnel.
Now what a PMO should be?
Same as above. However, we can add that it should help the organization --- so it depends.
PMO, as an organizational structure, could be a formal or informal unit. It could start up as a group of project management professionals, working on a part-time basis.
Ultimately, the goal should be for the PMO to be a formal unit with dedicated professionals.
You should never outsource your core competencies. Whether the PMO is deemed a core competency is the question you have to ask yourself.
It is correct and more applicable of what you just said: "PMO, as an organizational structure"
Like my case, PMO exists in matrix org but belongs to Business Department.
To be successful the PMO must emerge from strategic reasons. Strategy is the way the organization answer the environmental stimuli and to answer them strategy defines the functions/process to do that. After the organization define the business strategy (an organization can have more than one business defined into it) the next step is to define they Key Success Areas, form example Marketing, Sales, Manufacturing, etc. Those are not physical units. Those are areas where functions/process are grouping. If from strategy have defined that portofolio/program/project management functions/process must exists then it is the time to group them into a Key Success Area. PMO for example. But still, the PMO is not a physical unit. The last step is to decide if those Key Success Areas deserve to be located into a physical unit. So, that is the moment to decide if a PMO deserves to be created as a physical unit or not. In many companies you will find portfolio/program/project management process distributed into physical units that are not a PMO.
In summary, PMO is not necessarily a physical department or unit, however, should exist with a strategic purpose, e.g. the enabler.
This applies to my company where PMO drives for organizational objectives and it co-exist in Business Department.
