Many organizations have made a significant investment in project management offices without seeing the expected results. PMO’s struggle with bureaucracy focused on documentation over delivery and strategic vision for the organization. The shift in technology demand requires the modern PMO to be the agent of organizational change and move toward becoming a results management office with a lean approach to delivery across organizational project/programs.
Creating Results-Focused Project Management Offices (PMO)
Management flaws, Extended PMO, RMO, Strategic and agile, Anticipatory and proactive, Effectiveness focused, Outcome focused, Leverages human capital, Collaborative and communicative, Risk intelligent, Program vision and strategy, Program roadmap, Alignment with organization, Alignment of projects, Independency of projects, Stakeholder management, Sponsorship, Change management, RMO key components, Program strategy, Mission alignment, RMO Domain authority, Business transformation program, Technical design dependency, Financial transformation program, Financial process knowledge