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Portfolio management is an area that more and more PMOs are looking to become engaged in. As organizations look to improve project execution and alignment, what role does the PMO play in managing project data?
The more this writer talks to people about their PMOs, the more apparent it becomes that organizations frequently don’t know what to do with them--and he's not sure why that's a problem. Why do so many PMO “problem children” exist?
The average lifespan of a PMO from inception to demise is approximately two years. That raises numerous questions regarding the purpose and relevance of PMOs. Those questions, however, can probably summed up with one general one: Have we reached peak PMO?
Why do you have a PMO? The value of PMOs is not well understood. It’s important to understand and explain their benefit--but how? This article offers some thoughts on how PMO leaders can demonstrate real value to their organizations.
For agile teams, a traditional PMO can seem to Present Many Obstacles--but it does not need to be that way. With some alignment and time invested, they can be useful advocates.
If we assume that most people want to do meaningful work--and that these people also find their ways into PMO roles--value should theoretically come out the other side. That this does not occur suggests there is something wrong about how we are defining what PMOs should do, the functions that they should perform or the manner in which those functions are being delivered.
The common problem that has haunted endless PMOs is their inability to become credible partners with the businesses that they support. How can PMOs manage to come out on top delivering results that businesses can understand and incorporate into their strategic roadmap?
With everything going on in an organization, where does the PMO fit in? And how does it work with all the other components around it?
There is one aspect of project management where it's rare to find any consistency at all within PMOs: project financials. Let’s look at some of the different options and see if we can figure out some models that might work effectively.
Think that's a bad word? Think again. The role of the Project Management Office can be a difficult thing to describe or nail down, but in the end the PMO should be enabling everybody else to do their jobs--and do them well.
We all know that process improvement is important, but who should deliver it? Whoever owns a process should also be accountable for the improvement of it--and when we are talking about PM processes, that frequently means the PMO.
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"One man alone can be pretty dumb sometimes, but for real bona fide stupidity there ain't nothing can beat teamwork." - Mark Twain |
