Choosing the Right PMO Vision: Achieving the Ability to Execute Strategies
My last two posts, “What is a Project?” and “Innovation Requires Selling Value”, are basic nuts and bolts views of the PM world that could be the bookends of my topic area. One is simply challenging typical views of what a project is and the other challenges PMOs to take on value selling innovation which, in turn, drives projects. They are foundations of my thinking about PMOs and PM. Possibly a better way to blog about this area is through an approach I’ve developed designed to take executives through a discussion, and help facilitate the choice, of the right PMO model. The agenda for this discussion is as follows:
1. Key considerations- why a PMO in the first place, reporting structure, underlying theme
2. Senior executive pain- rampant project and strategy execution failure leading to considering a PMO
3. PMO models- low vs. high value and why they must be high value or risk disbandment
4. Value assessment- why this is a necessary step
5. Vision beyond the vision- once project failures are down and you do projects that support strategies, what’s next? (Hint: a PMO that supports innovation)
Tune in and comment. I’m particularly looking for experiences and challenges to my thinking. Don’t hesitate to let me know what’s on your mind as we go through this in the next set of posts.
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POSTED IN: Choosing the Right PMO Vision, PMOs and Portfolio Management
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