The APM survey concluded the same thing. You can do this in a number of ways:. Beyond project-specific feedback, seek out ways to gather feedback on your PMOs performance overall.
Build a balanced scorecard with relevant, measurable metrics to track performance over time. Plan in a PMO health check to ensure that your activities are aligned to strategic objectives and continuing to fulfil the needs of the wider organization.
The researchers list 9 strategic imperatives: things that the PMO should be aware of and actively working to support within their field. These are:. Does your PMO get involved? One of the overriding issues fueling these poor stats is the fact that in many organizations, there is a wide gap between what the PMO is doing and what the business expects. This misalignment has serious consequences for both the PMO and the business.
As pointed out by the first two bullets, the failure rate is very high with about half of all PMOs closed within 3 years or considered implementation failure. And as Gartner points out, backed up by many other industry statistics, there is not a lot of good news when it comes to how the PMO and Project teams are considered by the rest of the organization. They need them delivering results to the business. Since the PMO team often lacks experience, they don't receive the respect of the experienced project managers.
This causes the experienced project managers to resent the PMO "who are they to tell me how to manage a project". This arrangement is common and is doomed to fail from the outset. Some PMOs try to overcome their lack of experience by hiring consultants to provide expertise and industry best practices. The problem with this approach is that every organisation has a different culture and political climate.
Consultants will not have the experience delivering projects within the organisation so the industry best practice may not be the best practice for the organisation. Once again, the experienced project managers will recognise this and resent the PMO for having consultant "tell them how to manage a project. Other PMOs try to pull their experienced project managers into an advisory committee to review the PMO-generated processes and provide feedback. This often fails because the experienced project managers get frustrated having to keep explaining things over and over to the process types.
They don't typically have time to waste on this. So they start skipping the meetings. The other challenge is that what works for one project manager may not work for another project manager.
Project managers have different styles and typically find a way to become successful with their own unique approach. Focusing your PMO on these five activities will provide value where it is needed most: developing the inexperienced project managers.
Additionally, it will leverage the experienced project manager's experience instead of trying to change the way they manage projects. Bottom line: focus the PMO on developing the inexperienced project managers and let the experienced project managers continue to do what they do best; deliver results to the business.
Allen Eskelin is founder and CEO of Eskelin Technology Corporation, a technology management consulting firm that assists clients in technology negotiation strategy and delivering business results from their technology vendor portfolio. Since , Allen has managed business critical projects and negotiations for several Fortune companies, including Starbucks, Microsoft, and Gateway.
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