Comments on: Why Few Companies Have A Project Management Office (PMO) http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo Fri, 25 May 2012 03:53:25 +0000 http://wordpress.org/?v=abc hourly 1 By: Jorge Dominguez, PMP http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo/comment-page-1#comment-9575 Jorge Dominguez, PMP Fri, 02 Oct 2009 14:38:19 +0000 http://www.pmhut.com/?p=3435#comment-9575 Colleagues, Thank you all for your comments and I appreciate your reading. Best regards, Jorge Dominguez, PMP www.Expiriance.com Colleagues,

Thank you all for your comments and I appreciate your reading.

Best regards,
Jorge Dominguez, PMP
http://www.Expiriance.com

]]> By: PM Hut http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo/comment-page-1#comment-5731 PM Hut Thu, 02 Jul 2009 02:02:30 +0000 http://www.pmhut.com/?p=3435#comment-5731 Billene, There's definitely an overhead associated with a PMO, it doesn't make sense to run a PMO in a very small company, but it is definitely worth it as companies grow bigger. Billene,

There’s definitely an overhead associated with a PMO, it doesn’t make sense to run a PMO in a very small company, but it is definitely worth it as companies grow bigger.

]]> By: Billene Lee http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo/comment-page-1#comment-5730 Billene Lee Thu, 02 Jul 2009 01:28:12 +0000 http://www.pmhut.com/?p=3435#comment-5730 Operating a PMO office is a cost itself. How do we justify the running cost in the long-run and in the organization's benefit? Operating a PMO office is a cost itself. How do we justify the running cost in the long-run and in the organization’s benefit?

]]> By: Mike McClure http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo/comment-page-1#comment-5721 Mike McClure Wed, 01 Jul 2009 22:29:28 +0000 http://www.pmhut.com/?p=3435#comment-5721 In my experience, most people who resist the concept of a PMO have had exposure to the "bureaucratic" kind whose focus was mostly process & model compliance. Often this has been interpreted as interfering with the job at hand (project deliverables) to fill in forms and templates that had very little alignment with the specific project. The PMOs I have seen thrive the most are outcome focussed rather than process focussed. These PMOs tend to point "out" to the business owners and position themselves to be all about successful outcomes for the owners. This shift in perspective allows the PMO to sell the importance of ensuring good (appropriate) process up the chain, and gives them the mandate to customise process per project (nobody needs to fill in hundreds of pages of templates for a 1 week project). This in turn allows the Project Teams to get on with the business of delivering value. In my experience, most people who resist the concept of a PMO have had exposure to the “bureaucratic” kind whose focus was mostly process & model compliance.

Often this has been interpreted as interfering with the job at hand (project deliverables) to fill in forms and templates that had very little alignment with the specific project.

The PMOs I have seen thrive the most are outcome focussed rather than process focussed. These PMOs tend to point “out” to the business owners and position themselves to be all about successful outcomes for the owners.

This shift in perspective allows the PMO to sell the importance of ensuring good (appropriate) process up the chain, and gives them the mandate to customise process per project (nobody needs to fill in hundreds of pages of templates for a 1 week project). This in turn allows the Project Teams to get on with the business of delivering value.

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