The A to Z of Q&As for PMOs
Program and Portfolio Management Offices (PMOs) arose in response to a problem with systemic project and program failure.
To the question “How do we improve project and program outcomes”?, we answered, “Improve governance, dictate the procedure of methodology and increase the frequency, content and nature of reporting”. Clearly this was logical, but……
Have we succeeded? Many people argue that in fact the ‘overhead’ hasn’t helped at all. The PMO in many cases is seen as a reporting overhead staffed by ‘police’ who care more about the reports and the paperwork than outcomes.
Executives feel good about all the information, safe in the knowledge that there is sufficient overview of their projects and programs. PMOs have become a safety blanket…until it all goes wrong.
Why are projects and programs still failing? Have we in fact asked and answered the right question? Have we lost sight of the real reason we are here and the real opportunity to add and realise value?
Unless we are perceived to add value we will become a passing fad – and we have too much to offer to let that happen.
It’s not too late. In fact, there is a simple question we can ask that will refocus our thinking and our approach and help PMOs be seen as really adding value.
PMOs can achieve relevance, respect and acknowledged contribution. Who wants to be consigned to history like the quality guys? And who remembers knowledge management? Let’s fight for relevance through contribution – you don’t have to fail.