Should we restrict PMO to categories like supporting, directing …?

This is a video blog but focusing on a concept outlined in the PMBOK Guide that categorizes PMOs as Supporting, Controlling, or Directing.

General categorization could be useful, however, it can be misleading. For example, we have recently received a request for proposal where a company established a PMO less than three years ago and now they want to change it from Supporting to Controlling. This is fine, in theory, but in practice – what does that mean?

Our preference is that organizations must focus on purpose, mission, vision, of what they want the PMO to accomplish for them. Maybe they do not need a PMO but a PM Department or Division. On the other hand, maybe a secretary or analyst can do the work for them – or outsource it.

What we are saying is that a PMO must be adaptive, like project management, and must be unique to organizational context.

More via this video.

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About Mounir Ajam

A Project Management thought leader, who believes that project management touches all people, in all aspects of life; personal and professional.Initiated and led the formation of SUKAD Corp to develop the Uruk PPM Platform.An advocate of real-world, practical and applied project management.Champion of adaptive project management, tailored methods, and organizational project management.Available anywhere in the world to advise executives and organizations on the strategic value of project management. Ready to help organizations build and sustain the Project Management Function and the capacity to lead projects successfully.