PMO Success
Leading Barriers to PMO Success
By: Dr. Maurice Thomas
Visual Connections Sr. Director / Corporate Program Governance
This is the first in a series of Visual Connections blogs focused on exploring the changing environment of today’s PMO. Our goal is to share industry best practices, help you reduce costs, and increase your return on investment (ROI) potential.
The most significant barrier to project management success starts with delays in the project management lifecycle. Delays increase project costs and decrease projected revenues. Having adequate knowledge of common barriers can help reduce risk from the start, and ensure that project management leaders can deliver on-time, within scope, and without loss of revenue. Here are some of the most commonly reported barriers that hinder PMO success.
PMO: Changing Business Environments & Processes
Weak Project Prioritization Management
Known as the foundation for successful project implementation, project prioritization is where you align your projects to your business strategy, identify and eliminate waste, and gain executive support. Common problems occur as new projects join the pipeline with resource allocation leading the way. To mitigate prioritization issues, project managers have to be able to look at each initiative/project and have a clear understanding of the real value and benefit of the work. It is also critical that there is a clear understanding of how the work is relative to other initiatives/projects in the pipeline.
Changing Business Environments & Processes
Rapid growth in technology and innovations are changing and reshaping the business environment of today at increasing speeds. PMOs have a choice, adapt, or get bulldozed by the changes. This changing environment requires effective change management tools and leadership, while a lack thereof can lead to confusion, disorder, and project delays.
In this area of change, successful program managers must be adaptive and innovative business leaders. PMs have to be able to read and predict change. Furthermore, PMs have to be able to evaluate value propositions continuously.
Disconnected Processes, Methods, and Tools
Mistakes and delays often occur when PMs aren't following the same processes across the PMO. Managing a portfolio of projects becomes highly inefficient and siloed when leadership and team members aren't aware of the set standards, management platforms, or structured processes. Without transparent processes, details and progress can easily get lost in the pace of everyday work.
Considering today's changing business environment, it may be time to consider adopting iterative and agile approaches. It is imperative to the success of today's PMOs to refocus and reinvent itself to meet today's business challenges.
Complacency
Without continuous improvement, businesses can become complacent and miss opportunities. The PMO is there to help the organization achieve its strategic goals. The PMO must have the skills to take the leadership role in organizational change; if no changes occur, inevitably, the PMO will then fail to achieve its mission.
Successful PMOs of today understand the need to balance between delivery, implementation, and prioritization focus drivers while adopting ownership of outcomes and business value focus processes. Transformation is not easy and particularly hard for traditional PMO managers, but effective project management that is responsive to the business need for agility, innovation, and ultimately better business outcomes and value.
Dr. Maurice Thomas
Dr. Thomas joined Visual Connections in 2016 and is responsible for directing Visual Connections’ Corporate Program Management Office known as the “Community of Practice.” He brings more than 25 years’ experience in program and project management, providing governance, cadence, and best practices.
Dr. Thomas’ experience includes directing and managing contracts in the areas of systems and infrastructure development, business intelligence, and support services. He also brings commercial contracting experience in the real estate, legal, and corporate banking industries. He has supported various initiatives with the D.C. Superior Court, Centers for Medicare and Medicaid Services, U.S. Postal Service, U.S. Department of Justice, U.S. State Department, Internal Revenue Service, and the U.S. Patent & Trademark Office.