Why PMOs – Project Management Offices – Fail
Why Creating an Effective PMO is Hard To Do
PMO Must Control Project Initiation
PMO Must Set Project Priorities
The second most difficult thing in beginning a PMO is setting project priorities. What this means is that senior decision-makers have to sit down periodically and decide which projects get “first call” on the organization’s human and financial resources. These meetings can be very nasty in the beginning. Hostility and conflict between functional divisions of the company make compromise and bargaining difficult. However, after the executives have met three or four times, they all realize that it’s important to make bargains and set priorities. Specifically, the way to play this game is to have everybody around the table owe you because you’ve made a compromise so they can get one of their projects ranked highly. If each executive behaves that way this process becomes very smooth. All project-based organizations (organizations that make their living doing projects like consulting firms, accounting, engineering, architecture) are effective at allocating resources. With some coaching and counseling, most executive groups can make this prioritization a smooth running weekly process.
PMO Must Allocate Resources
With projects having to pass a business value screen before they can be initiated and with project priorities set, the rest of the PMO is comparatively easy. The vast majority of organizations use the desktop PC to combine the project plans and allocate resources to them based on the priorities the executives have set. On a regular basis, all of the “project people” in the organization get a schedule of which project(s) they’re going to work on. As part of the allocation process, a ceiling is set on how many hours of project work a line manager or supervisor can be assigned. That’s because everyone wants them on their project teams. Emergencies certainly come up and there are crash projects that have to start immediately. The mechanism in place to allocate resources allows the PMO to make changes to the priorities and reallocate the resources when there is a project that must be staffed immediately.
PMO Must Report and Solve Problems
The most publicly visible part of the PMO is turning out data on the status of projects. This requires the implementation of a reasonably standard project management methodology and regular reporting by team members. The key to early identification of problems is to have all team members report not only how many hours of work they completed on their task but also how many hours of work remain. With this “estimate to complete” data, the PMO can identify problems early and take corrective action while the problems are small.