By popular definition, a PMO (Project Management Office) defines and maintains standards for Project Management within the organization. PMOs are most often established to standardize & introduce economies of repetition for project execution. Based on the PMI’s PMBOK 6 (Project Management Body of Knowledge), there are three types of PMOs established varying based on organizational need or perceived desired outcome of forming a PMO.
What PMOs do is very broadly defined. There is no consensus or standardization. PMOs tend to emerge in response to different crisis’ to be solved or addressed. It is not uncommon to see varying degrees or forms of PMOs within a single organization. Typically, PMOs are established as intercession with an underlying desired outcome. However, there is a lack of clarity & detail as to the level of authority and power the PMO will have. Fully defined outcomes associated with the creation of a PMO are also not well defined. The average life of a PMO is about two years, which poses the question as to what is the perceived value of a PMO and how effective could a PMO possibly be?
Currently there are a lot of negative perceptions of the value of the PMO. Here are some very common perceptions:
These perceptions are a result of the lack of clarity and agreement on PMO responsibilities, the types of projects to be managed by PMOs, too large an emphasis on standards, the lack of properly positioning a PMO, level of authority given, and not doing a thorough job of defining the expected outcomes of forming a PMO. PMOs are usually implemented as a reaction to solving some organizational issue and normally is implemented very formally. This gives the community the perception that project management is about “Forms & Templates.” Acceptance of the role of the PMO is challenged, resulting in weak buy-in. Resources engaged with the PMO need to see themselves as becoming more successful because of implemented standards and practices.
Organizations are focusing on consistency and repeatability; individuals tend to focus on distinctive skills and abilities. Individuals tend to resist processes that appear formal and cumbersome. The current emphasis of a PMO is greater on the process used vs. the results delivered by the project. The role of the PMO needs to shift to be more based upon delivery and project results and less upon enforcing practices and procedures. There is a need to shift PMOs and Project Managers from requiring process adherence and tool adoption to facilitators of adaption of processes/practices and supporting “what works.” The role instead needs to focus upon the value added as a result of the implemented project. Did we achieve what we set out to accomplish? Did we exceed our desired goals/plans? Did the organization realize the benefits proposed? Will ROI be attained?
There are two trends that I have seen consistently regarding PMOs:
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