Peter Taylor, PMO Director at Seimens PLM Software, shares in this PDF how Siemens came to have a PMO as well as the experience and benefit found within it. As Taylor explains, the general view of a PMO (as found in an ESI international survey) was that of something that was seen as an extension of administrative support, a burden on time, and a cost rather than a cost savings. These views, in Taylor’s opinion, are not accurate to what a PMO is capable of doing.
The 3 Years of a Project Management Office
To explain more thoroughly, Taylor takes us on the three year journey of the PMO within Siemens, starting naturally with the first year:
Year 1 was about creating a community and proving the value of membership of this community—both to the business and to the individuals involved.
In addition there was a high level of self-promotion and marketing—successes were shouted about and the PMO happily basked in reflected glory of successful projects and more direct glory for assisting some of the troubled projects.
Year two focused on project visibility, health checks, retrospectives, methodology training and certification. Where year three was more concerned with local project management communities (as they had PMOs set up across the globe) becoming self-sufficient.
Taylor closes with the belief that a PMO is a benefit and not a burden. The PMO teams remain small and effective in cutting costs and keeping projects on track. Taylor believes than in tough economic times, PMOs should be seen as a necessity and not an expense, as they assuredly can save money for those who use them intelligently.
Read the full PDF here: http://www.asapm.org/asapmag/articles/PMO_Journey.pdf