Implementing a PMO is instituting an organizational change. Life will be different afterwards. Transparency on project efforts will be brought to your organization. Executive Leadership will notice an accountablity for project sponsorship. The portfolio mix will be kicked up a notch from waves of keeping the lights running project.
So a key questions leadership should consider, is do they really want it? Is it a cool nifty buzz word that they are just grasping at the latest management technique? Or are they ready to help transform the organization to a better level of performance?
This is a key item to consider as IT will move from being the excuse to an enabler. IT leadership should also consider the impacts. The thought of we have always done it this way, why change it will be replaced. Individuals will be asked to cross the change river. Some individuals may have difficulty swimming and need some help. Others will stay at the shores clinging to that which has made them successful in the past. Change is scarey. However IT is change.
My recommendation become moving down the organizational change route is to look strategically down and upstream. Understand the impacts. Then decide if this is a river you and your organization need to cross. A PMO implementation is a strategic initiative. It can not be completed with tactical process improvement alone. Tactical improvements do not have the sticking power of a strategic change.
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Welcome to the Healthcare IT Project Management Blog of Elyse Nielsen. This is the place where I share the ideas I have learned, the things I’d like to remember, and my thoughts for a brighter future. Find out more.
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