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The Argument for Disbanding Your PMO

Is the project management office (PMO) an unnecessary obstacle preventing future progression? In a post for the Back from Red blog, the practicality of a PMO is analyzed and definitively put in its appropriate place.

Do PMOs Shunt Responsibility?

What is the role of a PMO? This tool is designed to fill corporate gaps in areas ranging from project prioritization to resource allocation to project management coaching. However, these goals are made in an effort to compensate for a problem elsewhere in the organization, a problem that, if it did not exist, would dismiss the need for the PMO. According to the author, PMOs are merely a place in which to push accountability when the leadership is lacking.

When handling a project, it is thought to best compare performance utilizing a standard process; however, every project is different and presents new challenges that should be approached differently. The project manager should possess the proper skills to analyze the project. It may be useful to have a collection of people with varying skill sets in order to accomplish different tasks–an HR library, if you will. HR should be accountable for finding the right person.

Everyone needs to be on the same page in order to prevent “politics” that disrupt the flow of support for the project. When the group is lacking engagement, that is a clear indicator of priorities that do not align, which falls back on the leaders to inspire. It is equally important to get the real picture of a project’s progress, not one to be viewed through rose-colored glasses. There should be transparency in the company.

The PMO’s best place to be is one that is temporary. They can save the day when the project or group needs to realign with the organization’s objectives. The PMO is a tool to help guide the leaders of the organization to properly prioritize, help the customer, help in the communication of goals, and then to step aside and allow for the organization itself to take accountability. Be an inspirational leader by getting out of the way and letting people do their work.

You can read the original post here:

About Danielle Koehler

Danielle is a staff writer for CAI's Accelerating IT Success. She has degrees in English and human resource management from Shippensburg University.

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One comment

  1. Danielle,

    Thank you for posting this synopsis and link to my post.

    The issue with PMOs, and governance in general, is a major issue that needs to be addressed. It is a symptom of a larger issue in executive engagement, which I will be covering more of in future posts.


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