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BEST OF BOTH PMO WORLDS

In the establishment of a Project Management Office, many organizations make the mistake of choosing between the ends of two PMO models: the support or supervision. In fact, the two functions are not mutually exclusive, and the ideal model combines the best of both.

Here is a description and comparison of the two competing models is presented, including its strengths and weaknesses, followed by a look at a third model, emphasizing a facilitating role.

The company added a PMO X your organization IT (information technology) and gave a supporting role. Creativity flourished when the PMO staff helped stimulate the development of many new projects. However, there was little control; projects emerged everywhere, each developed a life of its own. When the general objectives of the business of the company change, projects continued regardless of whether or not they agree with the new company addresses. Millions of dollars were spent on projects that were obsolete or marginal to changing business needs.

And the company took a different approach. To ensure that the project portfolio aligned with the overall objectives, the PMO was attached to the office of the CIO (headquarters officer systems) and empowered to monitor and coordinate projects throughout the organization. All projects costing more than $ 1K had to go through an approval process. The staff of the organization felt his creativity stifled by bureaucratic obstacles.

Company X and Company Y approaches represent two common attempts to use the PMO. Each model has its strengths and weaknesses, but once the PMO develops along one line or another, there is a tendency to resist change. The business model X is often adopted by organizations such as the initial step in the development of a PMO because it costs less to implement and does not tend to move the boat.

SUPPORTING ROLE

According to this model, the PMO functions primarily in a supporting role, infusing project management in the organization.

Another feature of this type of PMO is to provide the tools, templates and training project managers need to perform successfully. The PMO could develop software tools for specific tasks, as well as standard, such as a letter from the project or project plan that is uniform throughout the organization documents.

THE DOWNSIDE

The PMO as a support group actually plays a distributive role within the IT organization. It is not a government force, as it has little or no control over which projects are funded, and has no authority to ensure that projects are aligned with business needs

THE ROLE OF SUPERVISION

The business model adopted and sometimes after projects and budgets have gotten out of hand. PMO staff is given a supervisory role, with the budgetary authority to determine which projects are funded and which are not. The PMO may impose greater discipline in the selection of projects and how they are carried out. The use of methodologies, processes, templates and standard tools can be enforced. For example, if the objective of the company is to increase sales by 10 percent, then the PMO can decide to be supported only projects to develop improved tools sales.

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