Having trouble getting consensus in your organization on the value and structure of your PMO? If so, you're not alone.
As reported in PMForum, the research team that has been studying how PMOs are used has released its interim findings.
The findings, based on the 500 companies studied, show that there is wide variation in the perceived value of PMOs, the structure of PMO's, and in the functions PMOs deliver.
In addition, there appears no be no pattern whatsoever in one industry or region versus another. At the least, it'll make it difficult to come up with any kind of "standard PMO design."
It only makes sense that a PMO's charter could vary based on the culture of the organization, the project management maturity of the employees, the committment of senior management, what the organization is trying to get out of the PMO, and a host of other variables.
Maybe the lack of agreement, and the resulting organizational maelstrom caused when many PMOs are launched, is the reason why two-thirds of PMOs fail. Studies have shown that the PMOs that begin by insuring the success of project teams and providing portfolio management services---and then progress to becoming a center of excellence---seem to have longer-lasting success than those that try to do too much too soon.
Meanwhile, it should be interesting seeing the final results of this particular study. The PMForum report is below...
PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: REALITY OF PMO'S STUDY: INTERIM RESULTS RELEASED