– – The Project Management Institute (PMI) states that a PMO “can range from providing project management support functions to actually being responsible for the direct management of a project.” Even the definition of a Program Management Office adds to the complexity by stating that “corporate benefits [are] realized by the sharing of resources, methodologies, tools, and techniques, and related high-level project management focus.” OK. I empathize with the CXOs and businesses trying to make sense of this complicated, all-encompassing, acronym—so let’s review the PMO fundamentals:
– – Our drawing (upper right) illustrates nine knowledge areas from the PMI’s PMBOK® Guide with the addition of standards, methods, process and tools; supporting PMI’s notion that “other standards on organizational project management maturity, project manager competency, and other topics that address what is generally recognized as good practices in those areas” may supplement the PMBOK® Guide.
– – A key learning here is that the PMO should be customer-driven, i.e. any or all of the illustrated fundamentals must, according to Kotler & Armstrong (Principles of Marketing, 2010), “solve customer problems and create more customer-satisfying experiences;” the perceived value of the PMO must provide “the customer’s evaluation of the differences between all the benefits and all the costs” in creating and sustaining the PMO whether it is a single individual or a department. In Fundamentals - Part II we will discuss: Who is the customer? Can you have more than one customer? Can you have more than one PMO?
At its core, its most basic level, the PMO offers competency in project management fundamentals that assist within and around the activities of an enterprise’s value chain.
– – Our drawing (upper right) illustrates nine knowledge areas from the PMI’s PMBOK® Guide with the addition of standards, methods, process and tools; supporting PMI’s notion that “other standards on organizational project management maturity, project manager competency, and other topics that address what is generally recognized as good practices in those areas” may supplement the PMBOK® Guide.
– – A key learning here is that the PMO should be customer-driven, i.e. any or all of the illustrated fundamentals must, according to Kotler & Armstrong (Principles of Marketing, 2010), “solve customer problems and create more customer-satisfying experiences;” the perceived value of the PMO must provide “the customer’s evaluation of the differences between all the benefits and all the costs” in creating and sustaining the PMO whether it is a single individual or a department. In Fundamentals - Part II we will discuss: Who is the customer? Can you have more than one customer? Can you have more than one PMO?
You’re probably well aware of what project management software can do for you, but if you’ve ever tried it, you know how great it is and how well organized it can keep you. Because your projects are important to the development of your company, it’s vital that you have a proper plan and people in place. This is why project management software serves you well.
ReplyDeleteThis post is awesome! This project management fundamentals will greatly help us understand more how to use project management in a right way where customer is the top priority.
ReplyDeleteThanks a lot for this wonderful post. Keep it up!
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