Many organizations undertake initiatives to implement a Project Management Office (PMO) due to the commonly associated benefits such as cost reductions and on time delivery, but many find that the mere physical establishment of the PMO did not resolve their issues.
Often organizations hire a few project managers, call the department a PMO, and expect that this unit will magically deliver the benefits promised through the holy grail of Project Methodology.
Instead, many organizations find that projects still seem to be delivered through inconsistent processes, follow ineffective methodologies, are delivered late, or are over budget and to top it all off, they follow inconsistent project performance reporting and management.
This pattern is seen over-and-over from project-to-project; the reaction to the problems and the issues that people face remains the same, even though it is clear that things are not working.
Working with organizations like this, the four most common issues are:
So what has gone wrong? What has been missed?
The issues are often the result of overlooking or underestimating the significance of sound change management techniques and processes to accompany the establishment of a PMO. Leading the organizational change is the most difficult and underestimated component of establishing an effective PMO.
The four key components to implementing a successful PMO are:
Incorporating solid change management practices into the establishment of a PMO vastly increases the probability of success within the organization and hence the projects it will undertake in the future.
The dance is how we react to the story and the song, but unfortunately to be successful, one can’t use the same old dance. A PMO has significant impact on the culture of an organization and therefore requires a well thought-out and planned organizational change component in order to reap the benefits promised under the project management framework.
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