Chapter 8 Value Driven PMOs
The truth of the matter is that no two [PMOs] are alike.
—Project Management Institutei
Traditional PMOs have become paper tigers, ineffective at managing programs to achieve results.
—Deloitteii
Over the years, I have dealt with a lot of companies and listened to their woes and tales. One has its devout consortium of employees wanting a Project Management Office (PMO). They have had numerous consultants run workshops, develop plans, and create frameworks, but the executive team never funded the headcount. The CEO, who owned significant stock, refused to let go of the funds to make it happen. He was the focus of the ...
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