A lot of technology and application specialists who used to spearhead management of IT projects from beginning to end see project managers as competition. This becomes a source of disempowerment – the single biggest hurdle, in terms of organizational transformation in IT – when IT leaders start to introduce a Project Management Office (PMO) group. My point of view is completely the opposite. If there are enough project management resources, I would rather have PMO support all my projects. Here are the top three reasons why IT needs a PMO group:
Bring More Bang for Your Buck
A number of IT professionals are seeing increased budget and head-count reductions as more large business decision-makers turn to cost-cutting measures. Because of this, projects are watched very intimately by IT leaders – reining in projects more closely than ever. This challenge has lead IT to turn to project management offices (PMOs) as an approach to boost IT efficiency, optimize cost, and deliver projects on time and in full. We have to bear in mind, however, that establishing a PMO team is not a short term strategy for lowering costs. Numerous studies have indicated that the longer companies have been operating PMO, the better the results in terms of accomplishing project goals.
Standardize Project Management Practices
For large corporations, scores of projects happen at the same time and more often, it is just too hard for the CIO to keep track of them. This is where PMO provides its biggest contribution to IT. PMO introduces economies of repetition in the execution of projects and makes it easier for the CIO to track progress and results. It is the job of the project management office to make sure that the projects follow the established project management standards. The PMO group is responsible for defining and maintaining the standards of processes related to project management. It is the source of documentation, guidance and metrics on the practice of project management and execution.
Facilitate IT Portfolio Management
The implementation of a PMO group is a stepping stone to IT portfolio management. I have reiterated this several times but I think it is important to note that progression from project management to portfolio management is intertwined with the maturity of the IT organization. If the organization doesn’t have a strong project management discipline and Project Management Office, it is difficult to even imagine how IT portfolio management can be achieved. PMO should have a staff of program managers who can manage multiple projects that are related – such as infrastructure technologies, desktop applications, processes, business model implementation and so on – and allocate investments and resources accordingly. IT Portfolio Management is focused on investments and business results as compared to the focal point of Project Management which is project deliverables. This will bring IT (and the business) double bang for its buck!
Someone who has experienced working with an effective project management office surely can give more than measly three reasons – but to me the three that I have just mentioned are the most essential. There is no uniform recipe to success when establishing a Project Management Office (PMO). PMO is not a quick-fix solution only created to deliver immediate savings. It is an important component of the organizational maturity of an IT organization. It is important that the PMO structure is closely aligned to the team’s culture. A final note: Projects exist in virtually all areas of the company – the PMO practice can also be implemented there. In some companies, IT’s project management office provides support and internal consulting to other departments.
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