The enterprise PMO – a strategic answer, an executive challenge
Globalization, faster cycles, higher amplitudes of growth and decline, and the aftermath of the last financial crisis impact corporate cultures and attitudes toward more rigorous concepts of PMO.
Such a PMO is very different then a temporary support for the delivery of project and programs. It rather is an enduring entity on enterprise level, directly board related, competent to bridge the widely common gap between strategy formulation and strategy execution, and to complement the needs of corporate governance. Such an enterprise wide PMO is a centre of excellence, providing, too, standards, consistency of methods and processes, knowledge management, assurance and training across the full portfolio of change.
PMOs do not live in a vacuum nor are they of identical shape. To implement or to upgrade a PMO to such an enterprise wide level competence sure is an organizational change, related to strategy and politics. But it is first of all a cultural change on top management and board level touching and impacting many if not all parts of the organization. Major prerequisites in order to fulfill the requirements are to give up the temporary character of PMO and to become a continuously supporting and enabling body, and, to become a highly preferred and adhered career objective.
- Reflects upon the pro’s and con’s of adopting the concept of empowering strategic management through an enhanced and strategically positioned PMO.
- Reflects upon steps or releases that could enable companies to gain this maturity.
- Reflects upon the impact such a concept has on culture and management, and the resistance to that change.
- Provides the audience with valuable insights gained in real-life implementations.