Organizations that have a continual flow of overlapping projects may already have implemented a PMO (Project Management Office), if not, you might be considering one. Because the statistics for PMO failure seem to be pretty high (I’ve heard as high as 50% in a casual conversation with an industry analyst) I have been thinking about what is the difference between a successful PMO implementation and one that fails.
I think it’s safe to say that merely doing project based work isn’t necessarily the determining factor as to whether or not your organization should start a PMO. Companies need to evaluate their business processes to see if the need exists and where a PMO might fit. That being said, a PMO that is aligned with the strategic objectives of the organization can be a valuable tool for making sure that projects don’t get shortsighted and fail due to a lack of support.
Making sure the PMO doesn’t become just another bureaucracy is critical to PMO success. Some time ago I stumbled upon six best practices for implementing a PMO suggested by Jim Stroh, CEO of the project management consultancy Proggex, in an article for Projects@Work. I like the list, what do you think?
- Specify the purpose of the PMO in the organization
- Commit to the major cultural change of implementing a PMO
- Make sure the roles of the PMO are methodically defined
- Support for the PMO functions must be obtained from stakeholders at all levels
- Regularly conduct a PMO assessment
- Find the right project management tools for your PMO
I don’t think implementing a PMO is the answer to every project management problem, but under the right circumstances can be a powerful vehicle for implementing sound work management best practices and getting more of the right work done.
Are you part of a PMO? What does your PMO do to ensure the successful implementation of project based work in your organization?
