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Project management office
A project management office (usually abbreviated to PMO) is a group or department within a business, government agency, or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance, and metrics on the practice of project management and execution.
Darling & Whitty (2016) note that the definition of the PMO's function has evolved over time:
Often, PMOs base project management principles on industry-standard methodologies such as PRINCE2 or guidelines such as PMBOK.
There are many reasons for project failures. According to a PricewaterhouseCoopers survey of 1,524 organizations, inadequate project estimating and planning constitutes 30% of project failures, lack of executive sponsorship constitutes 16%, and poorly defined goals and objectives constitutes 12%. It also found that using established project management approaches increased success as measured by a project's key performance indicators of quality, scope, schedule, budgets and benefits. The survey indicates that operating an established PMO is one of the top three factors that drive successful project delivery.
Darling & Whitty (2016) found that there is a complexity of interconnections in PMO intellectual capital, and though often the rationale for PMO establishment is to enhance stakeholder satisfaction with projects, often the establishment of the PMO leads to significant dissatisfaction in senior management.
A PMO may have other functions beyond standards and methodology, and may participate in strategic project management either as a facilitator or owner of the Portfolio Management process. Tasks may include monitoring and reporting on active projects and portfolios (following up project until completion) and reporting progress to top management for strategic decisions on what projects to continue or cancel.
The degree of control and influence that PMOs have on projects depends on the type of PMO. The three general types are:
There are many opinions about what practices PMOs must fulfill. The PMBoK 5th edition dedicates a page and a half to such discussion, identifying 6 PMO functions. Hobbs & Aubry (2010) identify 27 distinct functions of PMOs, highlighting a number of these that were found to not correlate with enhanced project performance. Darling & Whitty (2016) state there is a need for evidence-based management practice, that consultants and practitioners are providing unproven solutions in which organizations both public and private are investing enormous quantities of finance without assured outcome. The publication of opinions without scientific basis in the field of science, medicine or law would not be tolerated, and it is equally important for justification to be presented in the management field.
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Project management office
A project management office (usually abbreviated to PMO) is a group or department within a business, government agency, or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance, and metrics on the practice of project management and execution.
Darling & Whitty (2016) note that the definition of the PMO's function has evolved over time:
Often, PMOs base project management principles on industry-standard methodologies such as PRINCE2 or guidelines such as PMBOK.
There are many reasons for project failures. According to a PricewaterhouseCoopers survey of 1,524 organizations, inadequate project estimating and planning constitutes 30% of project failures, lack of executive sponsorship constitutes 16%, and poorly defined goals and objectives constitutes 12%. It also found that using established project management approaches increased success as measured by a project's key performance indicators of quality, scope, schedule, budgets and benefits. The survey indicates that operating an established PMO is one of the top three factors that drive successful project delivery.
Darling & Whitty (2016) found that there is a complexity of interconnections in PMO intellectual capital, and though often the rationale for PMO establishment is to enhance stakeholder satisfaction with projects, often the establishment of the PMO leads to significant dissatisfaction in senior management.
A PMO may have other functions beyond standards and methodology, and may participate in strategic project management either as a facilitator or owner of the Portfolio Management process. Tasks may include monitoring and reporting on active projects and portfolios (following up project until completion) and reporting progress to top management for strategic decisions on what projects to continue or cancel.
The degree of control and influence that PMOs have on projects depends on the type of PMO. The three general types are:
There are many opinions about what practices PMOs must fulfill. The PMBoK 5th edition dedicates a page and a half to such discussion, identifying 6 PMO functions. Hobbs & Aubry (2010) identify 27 distinct functions of PMOs, highlighting a number of these that were found to not correlate with enhanced project performance. Darling & Whitty (2016) state there is a need for evidence-based management practice, that consultants and practitioners are providing unproven solutions in which organizations both public and private are investing enormous quantities of finance without assured outcome. The publication of opinions without scientific basis in the field of science, medicine or law would not be tolerated, and it is equally important for justification to be presented in the management field.