Choosing the Right PMO Vision: 3. PMO Models- Coaching/Mentoring
The coaching/mentoring PMO model, for many, may be the end of the road. That is because the vision was never for the PMO to be enterprise-wide and focused on executing strategies. Rather this model rises from the vision that the PMO merely assists and mentors project teams. Generally, set up and project review are focused on. The value of this PMO can be higher, maybe 2-4% improvements in each of the areas of project budget, throughput, and projects completed. This value is low enough that the risk of failure of this PMO model, which is still perceived as painful overhead, is great. Again look out for the next budget process and/or the end of the crisis to cause this one to disappear. For those of you who have a successful coaching and mentoring PMO model, but haven’t approached an enterprise-wide or strategy execution role yet, to what do you attribute your success? If your model is working, how long has it been working? What are your plans to broaden the model to cover the enterprise and strategies? This is obviously a turning point on the continuum of models. In fact we could reduce the models considered to two because of the clear differences between the first two (project repository/coaching/mentoring) and the last two (enterprise/execute strategy). They tend to differentiate on breadth and executive involvement. In fact, starting with a coaching/mentoring model is not all bad- as long as you intend to move up to the enterprise/execute strategy area.
Tags: coaching, collaboration, execute-strategy, executive, governance-board, innovation, investment, lean, mentoring, PMO, portfolio-management, project, project-management, project-management-office, project-portfolio-management, selling-projects, strategy, theory-of-constraints, value, value-sellingRelated Stories
POSTED IN: Choosing the Right PMO Vision, PMOs and Portfolio Management
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