The PMO is essential to defining and implementing strategy in organizations. They should be leaders, but often they lag behind.
The PMO is the collective term for the space where Portfolio Managers can meet to exchange knowledge, connect strategies, and set a direction for the way projects are run within the portfolios. This means the PMO could be a frontrunner in adapting to change and creating a dynamic culture in the organization and its projects. The ideal scenario is that the PMO uses its expertise and overview to introduce beneficial initiatives for the organization.
In reality, that’s rarely the case. There’s an identity crisis when it comes to the role of the PMO and the value it brings to the organization.
Take, for instance, agile processes. The agile philosophy started in software development but quickly became popular in other areas as the benefits of this way of working became clear: an openness to change, faster turnarounds, and better communication.
It can seem impossible to implement agility and flexibility in a PMO that is dependent on creating reports, forecasting cost, and operating within fixed budgets.
It can seem impossible – but it isn’t. Here’s our quick guide to becoming agile as a PMO.