Hello,
i hope this is the correct section.
I work in a production plant. I just got promoted and i'm now in the executive level of the plant and i'm leading the "PMO". Out asks are mainly related to the launch of new products ( design and integration of soft and hard process) and their life cycle management with product and process changes. I'm right now facing the situation where the leadership of my employee above the cross functional team has been decreased in time due to the introduction of a new managerial architecture were the main focus has been placed to the production floor setting apart some of the other functions that have been considered as self explained. Did you live something similar? What are your suggestion to restore the proper approach? Saving Changes...
Sounds like a functional organation or at least a weak matrix, so it's surprising there is even a PMO. But you said "PMO" which sounds like it is not really so, makeshift, or sub-optimal, is that correct? If the core business is the production floor, it will always win out. The only thing you can do is educate them on the benefits of the "PMO" mapped to business value and consistency of the project outcomes and processes. Saving Changes...
