Ten Six works with Program Managers to help get their PMOs to the next level of performance, enabling them to take on greater challenges and deliver more value. Below are some of the challenges that we’ve experienced working with other customers. Are any of these problems familiar?
Your PMO is stagnating and you’re not sure what to do to enliven it and make it more relevant to your “customers”.
- Your PMO has gotten to a plateau of performance – it’s getting the standard stuff out but is not proactive anticipating what you and others in leadership need?
- You’re concerned about the quality of the schedules your PMO is producing. In fact, you may be hearing that your project managers are frustrated with the quality of the schedules.
- You want to have your PMO be part of the strategic planning process, but senior leadership may not see the value or lacks confidence in the PMO for that role.
- You are not sure how to grow your PMOs capabilities, capacity and knowledge to the level to increase its value and meet the changing demands of your organization and customer(s).
Your PMO provides services—scheduling, budgeting, tracking, updating baselines and reporting. Your front line employees interface heavily with PMO clients. You’re concerned because those employees don’t always gain as much buy-in as you would like. How can you increase your capacity to manage a growing portfolio without greater employee capability?
- You’ve got systems and processes in place, but a lot slips through the cracks. You have best practices for getting work done. What’s really bothering you though is what’s not getting done, things like:
- Improving schedule quality and consistency
- Doing a good job at managing risk
- Training project managers and creating a pipeline of new talent
- Communication between the PMO and the Project Management team
- Recruiting and retaining the very best talent for the jobs you and your PMO does
- You’re itching to grow your contribution to organization, but feel constrained by customer service issues. You’re ready to grow and expand, but you’re not sure your team will deliver for you. You spend your time “putting out fires”. You know you should be more pro-active rather than re-active, but employee and customer issues get in the way.
- Some of your managers don’t know how to manage. When managers don’t delegate or hold direct reports accountable, they aren’t using management leverage. When they do tasks themselves so “it’s done right”, they’re limiting your capacity to grow.
Where to Next?
Learn how we have helped other PMOs in similar situations. Call us at 703-910-2600 or email us at: email@example.com.
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The realization that your Project Management Office is in trouble can be paralyzing. When you know there are so many things to put right it’s hard to work out what to focus on first. This can happen whether you take over a failing PMO or have completed a PMO
Making time to give your PMO a health check is perhaps not top of your list of priorities right now. We understand that running a PMO can be an all-consuming job. That’s exactly why it’s worth putting some time in your schedule now to step back
We use the term ‘Project Management Office’ but there’s no one-size-fits all PMO. As Peter Taylor notes in his book, Leading Successful PMOs, “there are typically three styles of PMO – directive, supportive and controlling.”