Project HEADWAY: How Much PMO Support Is Enough? What Is Too Much?

 

This presentation is supporting material for this video.

Project Management Offices (PMOs) are all too often the organizations that project managers love to hate. Often seen as either 'the project police' or a source of valueless bureaucracy and increased paperwork, many project managers (and executives) question the relevance and effectiveness of their PMO. Research shows that one of the greatest challenges facing PMOs is the demonstration of value, and that the half-life of a PMO is roughly two years.

These statistics are frightening to contemplate, especially if you're in the role of actually trying to develop a PMO. And they are arguably cold comfort if you are a project manager dealing with the PMO in your organization.

So how much support from a PMO is enough? What does the optimal PMO actually look like, and what services do they provide? To what extent should they be interventionist, or provide support on a demand-based, as-needed basis? In this presentation, Mark Mullaly explores what the optimal value-adding PMO looks like, the services it provides and the level of support required to actually be seen to be effective.

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