The PMO That Delivers Change
“Eight months ago we hired a couple of guys, promoted one of our Lead Engineers, and setup a PMO. It hasn’t been delivering anything you know… “ Is a statement that is becoming increasingly familiar in many parts of the world, and across various industries.
While multiple stakeholders and decision makers are coming to realize the importance of the PMO, many are under the impression that the setup and running of a PMO is as easy as taking the decision and hiring the right resources – what we call the “Plug and Play” syndrome.
On the other hand, as with any organizational change, planning needs to occur as it does for all other parts of the portfolio, program, or project. Each type of change is very important to the success of the organization and is brought about effectively through the use of organizational portfolio, program, and project management.
In turn, program management should be the focal point for the success of every type of change. Some organizations have gone as far as naming their enterprise portfolio management office (EPMO) the “Organizational Trans- formation Department,” a trend that has been seen in global multinational companies with high levels of maturity since the turn of the century.