The term PMO has been around for many years but it stills creates confusion.
There is no standard definition of what a PMO is, even what some of the letters represent. A lack of common definition is acceptable, yet desirable since one-size does not fit all.
In this short presentation, the speaker will share his insights on PMO’s, purpose, mandates and why many PMO fails or are challenged. In addition, the speaker will discuss the critical link between PMO (Project Management Office) and OPM (Organizational Project Management) … closing with our hypothesis that unless the PMO own OPM, the organization will not achieve higher level of project management maturity and significantly enhance organization performance.
4. PMO – Two Possibilities
• Usually for one major project or
program
• Dismantled once project or
program is complete
One Program/
Project PMO
• For multiple projects or
programs
• Organizational unit
• Should be permanent
Organizational
PMO
Organizational Project Management | PMO Challenges and Opportunities 4
6. No consensus on value of PMO
Perceptions of high/low value are based on different
characteristics
PMO are short-lived
Mandate covers either most, or few projects
PMO houses few, or all project managers
Dr. Brian Hobbs Survey – 1
Organizational Project Management | PMO Challenges and Opportunities 6
PMI Research
7. Dr. Brian Hobbs Survey – 2
Organizational Project Management | PMO Challenges and Opportunities 7
Most PM have small staff; apart from project managers
Important functions are determined by the needs of the specific
organizational context
Location of PMO has an impact on mandate
PMO performance depends on authority and organization's culture
and PM maturity
PMI Research
8. Does the organization have PMO (Q8)
67%
15%
15%
3%
Does the Organization Have PMO
Yes No Considering Other Comments
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 8
10. Comments on success rating (Q19)
Highly successful
• Top management satisfied with reporting level
and escalation issues
• The organization following the PM methodology
• They get the job done
• Recently established & successfully implemented
PM fundamentals
• Before failures we cancel projects
• Meet deadline and budget
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 10
11. Comments on success rating (Q19)
Not Successful
• Resistance and lack of accuracy
• No repeated success stories
• Trying to cover all types of project management
and in the end looses focus
• Does not meet its stated objectives
• Not properly supported and championed by
executive management
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 11
12. Comments on success rating (Q19)
Not Successful
• Not enough authorities provided to PMO
• No educated manager, no PMO methodology, no
career path, no leadership
• Projects done per the old way
• Repeated failure in achieving the target
• Was too utopian for a start-up organization
• Novice PM capabilities
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 12
13. Project Management in GCC1
Project Failures
• Number 1 reason is lack of a methodology – 78%
of respondents
Other factors
• Lack of communication – 75%
• Unrealistic target completion dates – 67%
• Inadequate senior management support – 59%
1 ITP Publishing - 10 May 2010
Organizational Project Management | PMO Challenges and Opportunities 13
14. Gaps in PMO implementation
“Role of PMO must become more strategic and
must develop its capabilities accordingly”
PMI Thought Leadership Publication
PMO are often
• Not effective or not delivering optimal solutions,
• Not able to become the organization’s PM department
Still too much focus
• On reporting or support; not leading or directing
• Often not building the necessary OPM system
Organizational Project Management | PMO Challenges and Opportunities 14
15. The PMO continuum
Most common,
lower value
Organizational Project Management | PMO
Challenges and Opportunities
15
17. Why the PMO
Be ready to consider that the organization
does not need a PMO
Ensure you can differentiate on whether you
need a PMO or OPM System
Beware of false expectations!
Organizational Project Management | PMO Challenges and Opportunities 17
18. PMO as an organizational unit1
1 Human Systems International: the effective PMO survey 2009
Enterprise
PMO
Business/
division
PMO
Program
PMO
Project
PMO
Hierarchical position
Higher - Lower
Natureoforganisation
Temporary-Permanent
Organizational Project Management | PMO Challenges and Opportunities 18
20. PMO’s in an organizational structure
EPMO
BPMO
Ptf
PMO
Pg
PMO
PPMO
Organizational Project Management | PMO Challenges and Opportunities 20
21. The PMO continuum
Most common,
lower value
Not as common,
most value
Organizational Project Management | PMO Challenges and Opportunities 21
22. Organizational commitment to PM
According to Dr.Schloss, PM@Siemens has:
• Attributed more than €39 billion in annual
revenue to project management - drawing best
practices from their experiences and
internationally accepted standards
• This is half of Siemens' annual revenue
Report from Milan - PM@Siemens presentation
during PMI Global EMEA Congress 2010
Organizational Project Management | PMO Challenges and Opportunities 22
24. The Center for Business Practices
Think PMO Maturity = Project Management Maturity
Organizational Project Management | PMO Challenges and Opportunities 24
31. The vital points to note
The strategic aspect is critical for any OPM or
organizational system
The fundamental elements are a must for any
organization wanting to manage projects
• They provide the core elements and processes
However, to elevate performance we need the
differentiating elements
Each element have numerous components
Organizational Project Management | PMO Challenges and Opportunities 31
32. How to build?
Implementing OPM System Program
Organizational Project Management | PMO Challenges and Opportunities 32
33. The Program – Extended Approach
Organizational Project Management | PMO Challenges and Opportunities 33