Comments on: Point-Counterpoint: The Role of the Project Management Office http://forwardmomentum.net/blog/point-counterpoint-the-role-of-the-project-management-office/ Passionate. Focused. Driven. Mon, 30 Jan 2012 19:19:19 -0700 hourly 1 http://wordpress.org/?v=3.1.2 By: Christopher J. Ford http://forwardmomentum.net/blog/point-counterpoint-the-role-of-the-project-management-office/comment-page-1/#comment-259 Christopher J. Ford Fri, 26 Feb 2010 19:33:16 +0000 http://forwardmomentum.net/blog/?p=115#comment-259 Is there room for evolution? If it is the case where a small group that sees the benefit of PM introduces it to the organization and creates a PMO as a Center of Excellence (counterpoint), can the role of the PMO change to match the evolution of the organization as acceptance grows? I would say that is an obvious yes. But then as the PMO evolves, does it need to shed the Center of Excellence model and move into a functional model (point)? Or can it entertain both faces? In our organization i see the fully functional PMO (point) as being a difficult endpoint. There are too many authority silos and funding streams to counter it. But i could see us offerring functional services to those business areas that accept it. For example, it was suggested that a pool of PMs could be utilized as a service to functional areas who do not have them normally. This would alleviate the need for procurements and build organizational knowledge. I also see our PMO as an independent facilitator. A unit the others can look to in the search to collaborate and break down internal silos. That will be difficult due to our organizational structure and may be a long term goal, but i think it is worth striving for regardless of the type of PMO into which we evolve Is there room for evolution? If it is the case where a small group that sees the benefit of PM introduces it to the organization and creates a PMO as a Center of Excellence (counterpoint), can the role of the PMO change to match the evolution of the organization as acceptance grows? I would say that is an obvious yes.
But then as the PMO evolves, does it need to shed the Center of Excellence model and move into a functional model (point)? Or can it entertain both faces?
In our organization i see the fully functional PMO (point) as being a difficult endpoint. There are too many authority silos and funding streams to counter it. But i could see us offerring functional services to those business areas that accept it. For example, it was suggested that a pool of PMs could be utilized as a service to functional areas who do not have them normally. This would alleviate the need for procurements and build organizational knowledge.
I also see our PMO as an independent facilitator. A unit the others can look to in the search to collaborate and break down internal silos. That will be difficult due to our organizational structure and may be a long term goal, but i think it is worth striving for regardless of the type of PMO into which we evolve

]]> By: Nancy Davi, PMP http://forwardmomentum.net/blog/point-counterpoint-the-role-of-the-project-management-office/comment-page-1/#comment-253 Nancy Davi, PMP Thu, 25 Feb 2010 16:32:45 +0000 http://forwardmomentum.net/blog/?p=115#comment-253 Kathy is a much respected member of our own PM community and I was happy to see this article from her! In my opinion, there is room for both points in the PMO and each play a vital role in providing service to the organization, as listed in the article. As PMs, we know that there are many tools in the PM toolbox that we can apply to meet both of these points. Additionally, the dual roles of both nucleus and educator/assistor allows for career paths to develop. Functional staff members that become good at PM have opportunities to move into the PMO, and PMs within the PMO have multiple roles to help develop their skill set, such as the classic PM, PM trainer or strategic planning within the PMO. The key, of course is the communication, as Kathy points out. Identify your customers, determine how you will address their needs and then move forward. Assess progress and make changes as needed. The goals are to continuously know and meet the needs of your organization with good PM tools. Kathy is a much respected member of our own PM community and I was happy to see this article from her!

In my opinion, there is room for both points in the PMO and each play a vital role in providing service to the organization, as listed in the article. As PMs, we know that there are many tools in the PM toolbox that we can apply to meet both of these points.

Additionally, the dual roles of both nucleus and educator/assistor allows for career paths to develop. Functional staff members that become good at PM have opportunities to move into the PMO, and PMs within the PMO have multiple roles to help develop their skill set, such as the classic PM, PM trainer or strategic planning within the PMO.

The key, of course is the communication, as Kathy points out. Identify your customers, determine how you will address their needs and then move forward. Assess progress and make changes as needed. The goals are to continuously know and meet the needs of your organization with good PM tools.

]]> By: Brenda Breslin http://forwardmomentum.net/blog/point-counterpoint-the-role-of-the-project-management-office/comment-page-1/#comment-252 Brenda Breslin Thu, 25 Feb 2010 16:19:41 +0000 http://forwardmomentum.net/blog/?p=115#comment-252 Can the PMO be both - a "stable" of PMs (point) who do hands-on PM and also a Center of Excellence (counterpoint)? Is the assistance more apt to be embraced if those giving it have actually exercised the tools and services and demonstrated their expertise? Thought-provoking article - keep them coming! Can the PMO be both – a “stable” of PMs (point) who do hands-on PM and also a Center of Excellence (counterpoint)? Is the assistance more apt to be embraced if those giving it have actually exercised the tools and services and demonstrated their expertise?

Thought-provoking article – keep them coming!

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