Choosing the Right PMO Vision: 3. PMO Models- Execute Strategy
The execute strategy PMO, to me, is the holy grail. Not all companies can get here. A commitment to enterprise coverage, strong governance, and only doing projects that clearly link to strategies leaves most PMOs short. An execute strategy PMO brings the focus on throughput to a new level- projects are assisted, not monitored, by helping find ways to accelerate them. A strong governance board of top executives oversees the PMO; this governance board expects high value because of the throughput focus and the link to strategies that they have created. Value in terms of improvement from the original state of “no-PMO” can rocket to 25-50% on all value areas of project budget, throughput and projects completed.
Because of the value and the now strong link to delivering on the strategies of the company, the PMO is almost an indispensable organization as important to the company’s well being as manufacturing, marketing or finance. With this value and recognition the risk of failure of this PMO model is very low. It is a long term business venture. This PMO can have unlimited value due to it’s continuous improvement focus. This concept may be puzzling to some executives who are more authoritarian in their approach or who view improvement through a cost reduction lens vs. a revenue generation lens.
Why wouldn’t this won’t work in your company? Is it because you don’t believe that strategies can be influenced by a PMO? I don’t think a PMO is worth pursuing unless the company ultimately embraces an execute strategy PMO.
Tags: collaboration, execute-strategy, executive, governance-board, innovation, investment, lean, 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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