Many corporations have Setup Project Management Office (PMO) in search of streamlining the process. They can establish better governance across the projects by leveraging project assets and through optimizing resources across projects. In light of the core objectives, it is observed by many that the actual outcome differs from what's intended.
May I request you to share greater insights, your learnings, and your experience around what is the top-most outcome of a PMO? Saving Changes...
The business case which justified and launched the PMO's existence should also clearly articulate the "why" behind it's initiation. Otherwise, you run the risk of stakeholder expectation gaps - a lesson I learnt the hard way during my first PMO leadership experience.
If you have a temporary PMO which was setup to oversee the successful delivery of a program, then that is the most important measure of its success.
If you have a PMO which was focused on elevating organizational PM maturity but not getting directly involved in governance or delivery oversight, then assessing OPM maturity would be a means of gauging success...
As always, it depends!
Kiron
Kiron,
Fantastic quote and I like it "There is no "one size fits all" for a PMO, as always, it depends".
The why will determine the outcomes, I agree 100% and appreciate this point.
Areas of Attention: Stakeholder Management.
Good insights with 2 examples and their respective measure of success:
Oversee the successful delivery of a program (PMO)
Elevating organizational PM maturity (OPM maturity)
I thank you and appreciate establishing clarity which seems to help me generalize the top outcomes of a PMO.
Apart from providing standardize templates, archives of previous projects lessons learned, guidance and industry best practices of project management and execution. It links business strategy of organization to the projects.
Najam,
Thanks for your inputs. I take-away- the OPA's with PM best practices linking business strategy.
Anand, It is all about aligning people, process and technology to deliver effective project management services. PMO is all about delivering value.
There are various components of PMO that includes:
Governance & Control, Standards and Methods, Oversight and Quality, Tools and Technology, Personnel Planning, Skills development of staff, Project delivery, Strategic management etc..
It boils down to Strategic Alignment and Operational success through Capabilities, Resource Management and Project Office.
Saby,
Superb insights. I like the strategic alignment of People - Process - Technology delivering value through various PMO components. I appreciate your inputs.
Overall coordination between teams while achieving the defined objectives in the best possible way has always been the goal of PMO. Now, the 'best possible way' is bound to vary from the planned way.
Gaurav,
I appreciate your inputs here. I takeaway Objectives - Coordination - Achievement, through PMO Goal. I loved the statement: The 'best possible way' is bound to vary from the planned way. Thank you.
Regards, Anand Patwa Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Jan 10, 2018 11:25 PM
Replying to Anand Patwa
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Sergio,
First I like to appreciate you for elaborating the inputs. I love it and my kewy takeaways are:
- Strategy for creating environmental stimuli
- Function and Processes - Structures to locate them
- Intentional reasons to establish new BU = PMO
- Create Value following the path.
Thank you so much for your guidance here.
Regards, Anand Patwa
You are welcome. Is what I do from years into each organization I have the responsability to create a PMO and what I teach. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
A sustaining PMO is an iterative endevour: first you may try to establish standards, then establish organization wide knowledge by training, then portfolio reporting, portfolio selection, then a common tool, etc.
The overarching goal is to improve the organization's maturity in project management, step by step and with visible benefits.
Many PMO's die after 2 years, most after 4 years. The two main reasons for this in my experience are: 1. they loose sponsor support 2. they do not adapt their outcomes to the most important issues of the organization, continuously
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1 reply by Anand Patwa
Jan 24, 2018 11:51 AM
Anand Patwa
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Thomas,
I thank you for perfect inputs. The simplest definition of what PMO means and is to do with its life span. I love both the points coming in from your experience and that is a great insight. I appreciate.
A sustaining PMO is an iterative endevour: first you may try to establish standards, then establish organization wide knowledge by training, then portfolio reporting, portfolio selection, then a common tool, etc.
The overarching goal is to improve the organization's maturity in project management, step by step and with visible benefits.
Many PMO's die after 2 years, most after 4 years. The two main reasons for this in my experience are: 1. they loose sponsor support 2. they do not adapt their outcomes to the most important issues of the organization, continuously
Thomas,
I thank you for perfect inputs. The simplest definition of what PMO means and is to do with its life span. I love both the points coming in from your experience and that is a great insight. I appreciate.
