项目管理办公室s have been around for a long time. They are globally recognized and celebrated. Yet, there is a lack of global alignment on what a PMO is:
- What capabilities make a PMO successful?
Lots of organizations use the three little letters P-M-O, but what those letters represent can be very different:
- A 项目管理 Center of Excellence (i.e.， PM过程的作者)
- 资源管理中心, charged with balancing individual contributor or team supply and demand
不管PMO的类型, you have these five steps will help you advance your team and add value to your organization.
你的PMO评估过了吗? I’m not referring to a customer satisfaction survey from your stakeholders. I mean an assessment that addresses what you are doing, 你能做什么, 以及如何前进, 基于一套标准的标准. Doing an assessment like this, however, can be a challenge to self-administer.
Do you have a set of objective criteria? Do you have a standardized approach to follow (is it tried and proven)? Are you an unbiased party to the assessment?
Assessing the maturity of your practices is not about a number. Sometimes organizations get stuck there. The Capability Maturity Model Integration framework (CMMI)有一个五级评级系统. Organizations that focus on simply attaining a “Level 3” grade are missing the point. It is more important to understand your 为什么. As Simon Sinek has famously pointed out, “一个为什么就像一个指南针的方向. 它告诉你要去哪里.你的项目管理办公室能提供什么价值? 是什么激励你的团队?? These answers will be more important than a numerical grade on a five-point scale. It is valuable to understand where you are with respect to your value.
Without a map that directs your growth journey, how can you assess if you are making progress? Your PMO roadmap should have both short-term and long-term goals, 可交付成果, 和价值衡量. A roadmap lays out the desired functional state of your PMO. It outlines the steps necessary to reach the future state. Similarly, the roadmap can address the span of control of the PMO. The PMO focus may be on IT only, one operating department, or the entire organization. Your roadmap will change based on where you provide coverage currently versus where you want to go.
Don’t try to reinvent the wheel and borrow liberally from others (other leaders, 其他部门, 其他推荐一个买球app). Tailor as necessary to make processes and methods fit your culture, 你的推荐一个买足球彩票的, 你的团队规模, 和你的能力. Don’t try to have your project managers architect your PMO. It is not that they are not able; it is about capability and experience. Do you want to risk creating a new team with someone who has never created a PMO before? pm擅长表达. However, that does not mean they are necessarily organizational architects.
To borrow from a famous scene in the 1996 film 甜心先生, for your PMO to be successful, you have to be able to 让他们看到钱. The “money” has to be the value your stakeholders want from the PMO. Be careful: if you are the PMO leader, don’t specifically focus on building the PMO you want to run. Your stakeholders’ perceptions are your reality. Define a way to measure value and report back early and often on how well you are doing against your metrics.
Follow your roadmap, but don’t let the journey end. Think about continuous improvement and get a little bit better every day. Project management offices can get stuck in a rut. They deliver on a set of functions and they eventually stop evolving. Chances are that your organization is continuously changing, so be sure you are adapting to it. 改变并不总是必须的 大毛大胆的目标; little changes make a difference too. Think about change as simple, incremental, and always delivering value.