Not all PMOs are Alike

Having had some experience in different types of companies with PMOs, I've found that there are (as with all things in life) various 'flavors' of what companies call PMOs. Based on my experience, and what I've read, there are a six notable variants of PMOs (with many shades in between I'm sure).

There are:

- The Project Office

- The "entry level" PMO

- The "plain vanilla" PMO, or Standard

- The advanced PMO

- The advanced "COE PMO" (Center of Excellence).

The "Project Office" is not really a PMO, but just a function within a company that has some structured project oversight. It involves a few projects and limited project managers, and focuses on deliverables, costs, schedules, and basic resource utilization.

The "Entry Level PMO" actually provides some documented and repeatable PM methodology across all projects and adds: *multiple (more) projects, *multiple PMs, *a Program Manager, *Part-time PMO support staff to enable proper reporting and support.

The "Plain Vanilla PMO" adds *Infrastructure to support the project environment, *multiple program managers, *Director / Senior level leadership, *Full time PMO Staff

The "Advanced PMO" adds *a layer of business objective review and focus, and aims to support strategic business goals, and has a much more mature reporting / dashboarding capability.

The "COE PMO" is an advanced manifestation of a PMO and would add *continuous iprovement of cross-department collaboration to support business strategy, *authority to shape the organization based on project progress, *require Six Sigma and Business Analysis depth to ensure excellence in strategic support, and *has sought-after influence in Operational and Strategic and Global activities. The COE PMO, when established correctly, can be a work of art and a deadly weapon to "win" against the competition.

If you've been paying attention, I mentioned there were SIX types of PMOs, but I've only discussed five here.

If you want to know what the sixth one is, perhaps you should contact me.

Quote from Me

Trust at the deepest level is not automatic.

It is learned.

Learning always involves slight mistakes and errors in judgement, and in the learning process of trust we must allow ourselves that, and ultimately forge truer bonds.

Jay Patel 1/19/2012

Success in Turbulent Times

Good financial policy keeps the ship afloat, vision is what keeps the ship pointed towards the shore, and strategy is what helps you avoid the icebergs.

A good manager knows how to get everyone "rowing" in the same direction.

A great Leader knows how to build the ship and knows where to go.

Cancer Stole one of my Heroes

On October 5, 2011, cancer stole one of my heroes.

Rest in Peace, Steve Jobs.

People who know me know how much I revered this man, since as early as 1982 when I acquired my first Apple II+. My biggest regret is that I never got a chance to shake his hand.

I hope his children know what a great man he was.

Quote from Me

"if you want IT ALL...
you have to give it YOUR ALL".
-jay patel

Quote From Me.

It is perhaps MOST important to "do good" even when you are not "doing well".

- Jay Patel 1/23/10

"Doing good" when you are "doing well" brings you happiness when few things can bring you real happiness.

"Doing good" when you are NOT "doing well" brings you happiness when you have really few things that can bring you happiness.

The Value of Project Management

Recently, I was asked the question "Can you explain why my company should have project managers?"

A large organization having multiple functions, including HR, Finance, IT, Manufacturing Operations, Research, Quality Assurance, Strategic Planning, and Business Intelligence MUST have project management function within the organization to ensure success and eliminate waste, as well as ensure competitive excellence and leadership

Project Manager Value

The value a project manager adds to an organization by virtue of properly managing projects is:

• Manages scope of goals and directives assigned by leadership.
• Manages resources including human capital in stressful environments, and maximized “on the bench” capacity during times of reduced rate of growth.
• PLANS with a specific methodology, and maintains and applies the planning wisdom to additional initiatives within the organization.
• Is aware of status of all critical initiatives, and is able to report against them professionally.
• Manages stakeholders’ and sponsors’ expectations and perception of quality.
• Is a champion for right-sizing initiatives from resourcing perspective.
• Documents operationally Assembles teams, ensures appropriate staffing, and maintains focus on objectives and “sense of urgency” on projects
• Continually reviews success and progress of important initiatives and adjusts plans, capacity as required.
• Proactively seeks and manages issues before they become an impediment (or worse detriment) to the organization.
• important initiatives and reduces waste in replication of efforts.
• Risk management.

Absence of a project manager / project planner will expose the organization to:

• Unresolved issues due to lack of detailed analysis of efforts
• Materialized risks – risks that become real and unmanaged
• Inefficiently used resources and staff, leading to reduction in morale and efficiency.
• Inability to deal with problems until they are too late – reactive vs proactive issues management
• Unintended surprises on projects.
• Delays due to resource unavailability, administrative inefficiency.
• Poor planning
• Scope creep – probably the biggest source of “profit leak” within an organization.
• Confusion on schedule, responsibility within projects.
• Increase in unforeseen dependencies which can dramatically increase time / money of an effort.
• Repeating the same mistake multiple times – another huge “profit leak” for an organization.