It only takes one bad impression of something to make people think that the thing is bad all the time. One bad PMO implementation can make people think that all future PMO implementations will be a waste of resources. But that does not have to be the case. In a post at Project Management 101, Lew Sauder discusses the functions that a good PMO provides—and thus is worth having around:
- Sharing of resources
- Internal consulting service
Bring the Goods
The ability to standardize project management methodology reduces confusion in reporting. Everyone knows how information will be relayed and when, which allows decisions to be made more easily. Particularly, it improves governance and the ability to prioritize projects. Less thought will be required to manage basic administrative tasks as well, since such details have already been decided.
The PMO also facilitates the sharing of resources and eliminates redundancies. This even includes the sharing of knowledge, as project managers are encouraged to share their techniques with each other. Along those lines, Sauder discusses the potential for internal consulting with a PMO:
A good project manager should have a good grasp on the business. This helps to make sound project decisions. The PMO should be integrated with strategic business. They should understand the company’s strategic direction and drive decisions based on that strategy. The PM should not be an appendage to the organization that they turn to on an ad hoc basis once decisions are made.
The PMO is a partner. Not merely a service provider.
Ultimately, the end goal with these various functions is to provide new value to the business. A PMO supports projects, prioritizes resources, manages timelines, and creates a communication bridge between projects and the business. Or at least—that is what a good PMO does.
You can view the original post here: http://blog.pm101book.com/what-does-a-pmo-provide/