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Setting Up Your PMO in 3 Days... Yeah Right!
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message, does not have their PMO targets set on value generation for the organization they serve.
Have you ever tried to establish a PMO in three days? If you did, how long did you survive afterwards? Your 3-days and add water PMO provided basic support you say? What type of people want basic support? Better yet, just what value was really provided? If you don’t know what the value proposition of the PMO was before it was implemented, then what value is it now...after implementation?
I can just hear some people say they are implementing an Enterprise Project Management Tool like Primavera or Artemis and they will be finished in 3 days. Ok fine, after the implementation is complete just what were you going to do with it? You say most of your project teams don’t send in status reports and you want to know what is critical path? Let me tell you, if you are moving towards a 3-day PMO solution where you just add the water, keep in mind that water evaporates very fast. Most likely your 3-day PMO solution will be dried up value-wise within six days.
Today most PMOs are established to limit the pain and bleeding for the organization they serve. Once the pain is gone and the bleeding is stopped, the PMO loses value because the customer base is now happy...need gone. In other words, the organization that approved this PMO had their needs met, they are done! They achieved their expectations. This is the problem!
Today all across the world there are great examples of PMOs at work for the business they serve seeking out tactical delivery acceleration opportunities that go way beyond what was expected...in benefit (a.k.a. value) to the organization. This extra return is often translated into competitive business advantage. If your PMO is supporting a workforce, believe me the extra value is laying all around but no one can see it when they only recognize immediate fixes.
The morale to this story is this, working fast is smart as long as the ROI is worth it. When you work too fast, people cannot react in their work plans to adapt to the new influences brought about by increased delivery speed.
Thus, defining the worth of the expected value to be received over time from a PMO before the implementation is initiated is the first step towards gaining the true value proposition from any PMO that anyone can hope for. Finally, the people who need the PMO-provided- value can only go so fast in their work. Projects often discover new and improved processes while performing their work. Any PMO that outruns their customers ability to use PMO generated value, or to disseminate new process improvements for the benefit of others, runs themselves out of business.
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