Developing a Project Management Office: 10 Lessons From the Trenches

This PDF begins with some pretty clear indications of why an organisation should consider a project management office (PMO): five hundred companies indicate that sixty percent of projects fail to meet return on investment, while thirty four percent of projects come in over budget. Contrast that to the eighty six percent of respondents who use a PMO and indicate that they have experienced more successful projects as a result. This pdf by Philip Felt and Colin Konschak take a look at ten lessons learned from direct experience with the project management office. The first lesson is to “establish a PMO vision and mission,” which when simply put reflects the need to understand the purpose of the PMO in your organisation and what you hope to achieve with it. The next success factor is to align the PMO with organizational culture: A successful PMO will require a variety of infrastructure components be put in place. While there is always some level of organizational flexibility, project stakeholders may resist doing things in a prescribed or dictated way. To overcome such resistance there must be support from senior management and the organization should rely heavily on input from its project managers and stakeholders when developing the PMO. Taking these initial steps during PMO development will help ensure organizational support of the provision of necessary resources to meet project demands. Other tips include linking the PMO strategy with organizational strategy, defining all elements of the PMO properly, identification of stakeholders and customers, and defining the methodology, among others.

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