PMO HEADACHES: IDENTIFYING AND SOLVING PROBLEMS

Project management offices (PMOs) play a critical role in ensuring that projects are delivered on time, within budget, and to the desired quality standards. However, PMOs can also face a variety of issues and challenges that can impede their ability to deliver projects successfully. These issues can range from a lack of alignment with the organization's overall goals and objectives to a lack of resources and support, to ineffective project management processes and practices.

In this article, we will explore some of the most common issues that PMOs may face and provide practical solutions for addressing them. We will delve into the root causes of these issues and provide actionable steps that organizations can take to overcome them and improve the performance of their PMOs.

Whether you are a PMO leader, a project manager, or a member of the PMO team, this article will provide valuable insights and practical tips for addressing the common issues of PMOs and delivering successful projects.

WHAT IS PMO?

PMO stands for "Project Management Office." It is a department, group, or unit within an organization that is responsible for defining and maintaining standards for project management within the organization.

The PMO typically provides support to project managers and teams, and may be responsible for things like developing and maintaining project management templates and tools, tracking project progress and performance, and providing training and resources to project managers and teams.

The specific functions and responsibilities of a PMO can vary depending on the organization, however the critical role of PMOs is in ensuring that projects are delivered on time, within budget, and to the desired quality standards.

The PMO is a function that can bridge different functions and departments, aligning them with the overall strategy of the organization, ensuring that projects are delivered on time, within budget, and to the required quality standard.

PMO AND OTHER FUNCTIONS

A Project Management Office can be compared to other functions of an organization in several ways:

1. PMO vs. Operations: The PMO is responsible for planning and managing projects, while operations are responsible for the day-to-day running of the business. The PMO helps to align projects with the organization's overall strategy and ensure that they are delivered on time, within budget, and to the required quality standard. Operations, on the other hand, are responsible for the efficient and effective running of the organization's processes and systems.
2. PMO vs. Finance: The PMO is responsible for managing project budgets and ensuring that projects are delivered within budget constraints, while finance is responsible for managing the organization's overall financial performance. The PMO helps to ensure that projects are delivered within budget and financial constraints, while finance is responsible for overall financial performance and ensuring that the organization is financially stable.
3. PMO vs. Human Resources: The PMO is responsible for managing projects and ensuring that they are delivered on time, within budget, and to the required quality standard, while human resources are responsible for managing the organization's workforce. The PMO helps to ensure that projects are delivered with the right resources, while human resources are responsible for managing the organization's workforce and ensuring that the organization has the right people in the right place at the right time.

SUCCESS STORIES AND FAILURES OF PMO

PMOs can have a significant impact on an organization's ability to deliver projects on time and within budget, and can help to improve performance and business outcomes.

Here are examples of success stories of PMOs in organizations:

1. A large retail company implemented a PMO to manage their store expansion projects. The PMO helped to standardize project management processes, improve project delivery, and enhance project visibility. As a result, the company was able to open new stores on time and within budget, and the number of store openings per year increased by 25%.
2. A financial services company implemented a PMO to manage their IT projects. The PMO helped to improve project delivery, enhance collaboration, and improve resource allocation. As a result, the company was able to deliver IT projects on time and within budget, and the number of IT projects completed per year increased by 30%.
3. A manufacturing company implemented a PMO to manage their new product development projects. The PMO helped to enhance project governance, improve performance measurement, and improve stakeholder management. As a result, the company was able to deliver new products to market on time and within budget, and the number of new products introduced per year increased by 50%.

Here are also examples of PMO failures:

1. A company implemented a PMO to manage their projects but due to lack of proper communication and stakeholder management, the PMO was unable to ensure that stakeholders were engaged and aligned with the project's objectives. As a result, projects were delayed and faced resistance from stakeholders.
2. A company implemented a PMO to manage their projects but due to lack of proper risk management, the PMO was unable to identify and mitigate potential risks early on. As a result, projects faced unexpected delays and cost overruns.
3. A company implemented a PMO to manage their projects but due to lack of proper measurement and reporting, the PMO was unable to measure and report the performance of the project, and ensure that the project was delivering value to the organization

PMO COMMON ISSUES

There are common issues that PMOs may face in organizations:

1. Lack of clear goals and objectives: PMOs may struggle to establish clear goals and objectives, which can make it difficult to measure the success of the PMO and align it with the organization's overall strategy.
2. Limited budget and resources: PMOs may struggle with limited budget and resources, which can make it difficult to implement best practices and tools to support project management.
3. Resistance to change: PMOs may face resistance from employees and stakeholders to changes in project management processes and practices, which can make it difficult to implement changes and improve project delivery.
4. Lack of proper governance: PMOs may struggle to establish proper governance policies and procedures, which can make it difficult to ensure that projects are delivered in accordance with the organization's overall strategy and in compliance with relevant laws and regulations.
5. Lack of support from senior management: PMOs may struggle to gain support from senior management, which can make it difficult to secure the necessary resources and budget to support project management.
6. Difficulty in measuring performance: PMOs may struggle to measure performance and demonstrate the value of project management to the organization, which can make it difficult to justify the existence of the PMO.
7. Difficulty in managing stakeholders: PMOs may struggle to manage stakeholders and ensure that they are engaged and aligned with the project's objectives, which can make it difficult to deliver projects successfully.
8. Difficulty in managing and allocating resources: PMOs may struggle to manage and allocate resources effectively, which can make it difficult to deliver projects on time and within budget.
9. Difficulty in managing risks: PMOs may struggle to manage risks effectively, which can make it difficult to deliver projects successfully and avoid costly delays and disruptions.
10. Difficulty in maintaining consistent processes: PMOs may struggle to maintain consistent processes and practices across the organization, which can make it difficult to deliver projects consistently and improve project delivery.

INTERNAL CHALLENGES FOR PMO

There are several main internal challenges that a PMO may face, including:

1. Resistance to change: PMOs often introduce new processes and tools to improve project management within an organization, but these changes can be met with resistance from employees who are used to working a certain way.
2. Limited resources: PMOs may struggle with limited resources, such as budget and personnel, which can impede their ability to effectively support project managers and teams.
3. Lack of buy-in from leadership: Without support from leadership, a PMO may have difficulty gaining traction and implementing changes within the organization.
4. Limited visibility: PMOs may have difficulty getting a clear picture of all the projects happening within an organization, which can make it challenging to track progress and identify potential risks.
5. Difficulty in measuring the value of PMO: Measuring the value of PMO can be difficult and challenging. Without clear metrics, it can be hard to demonstrate the impact of the PMO on the organization.
6. Difficulty in managing a diverse set of projects: A PMO may be responsible for managing a diverse set of projects, each with their own unique set of requirements and stakeholders. This can be challenging to manage and align them with the organization's goals.

EXTERNAL CHALLENGES FOR PMO

There are several main external challenges that a PMO may face:

1. Lack of standardization: Different organizations may have different project management processes and standards, which can make it difficult for a PMO to implement best practices across the board.
2. Limited communication and collaboration with external stakeholders: PMOs may struggle to effectively communicate and collaborate with external stakeholders, such as suppliers and partners, which can impede the success of projects.
3. Difficulty in aligning projects with overall business strategy: PMOs may have difficulty aligning individual projects with the overall business strategy of the organization.
4. Difficulty in managing and mitigating risks: PMOs may have difficulty identifying and managing risks that originate outside of the organization, such as changes in market conditions.
5. Difficulty in managing and coordinating multiple projects: A PMO may be responsible for managing multiple projects simultaneously, each with their own set of requirements and stakeholders. This can be challenging to manage and align them with the organization's goals.
6. Difficulty in managing external vendors and contractors: PMOs may have difficulty managing and coordinating with external vendors and contractors, which can lead to delays, cost overruns, and other issues.

PRACTICAL SOLUTIONS TO OVERCOME THE PMO'S CHALLENGES

Here are some practical solutions to overcome the common PMO challenges and deal with the external and internal issues of the PMO:

1. Develop a clear PMO mission and objectives: Establishing a clear PMO mission and objectives that align with the overall goals of the organization can help to ensure that the PMO is focused on the right things and that its efforts are aligned with the organization's overall strategy.
2. Communicate effectively: Develop a robust communication plan that includes clear messaging and regular status updates for all stakeholders. This will help to ensure that everyone is aware of the progress of the PMO and that any issues are identified and addressed in a timely manner.
3. Build a strong PMO team: Recruit and retain a team of skilled and experienced project management professionals who are able to work together effectively and provide the necessary support to project teams.
4. Implement best practices and processes: Implement best practices and processes for project management to ensure that projects are delivered on time, within budget, and to the desired quality standards. This can include tools such as project management software, templates and methodologies like Agile, Scrum, Prince2 and others.
5. Monitor and report on PMO performance: Establish a process for monitoring and reporting on the PMO's performance, progress, and outcomes. This will help to ensure that the PMO is delivering value to the organization and that any issues are identified and addressed in a timely manner.
6. Continuously improve: Continuously review the PMO's performance and identify areas for improvement. Implement changes as needed to ensure that the PMO is delivering value to the organization.
7. Build relationships with external stakeholders: Build relationships with external stakeholders, such as suppliers, vendors, and partners, to help ensure that the PMO's efforts are aligned with the organization's overall strategy and goals.
8. Build a project culture: Develop a project culture within the organization, where projects are seen as a core part of the organization's operations and where employees are motivated to contribute to project success.
9. Addressing resource constraints: Identify and address resource constraints, such as budget and staff, to ensure that the PMO has the resources it needs to deliver projects successfully.
10. Managing risks: Identify and manage risks that could impact the PMO's ability to deliver projects successfully. This includes creating a risk management plan that is regularly reviewed and updated as necessary.

These are just examples of some of the solutions that can be implemented to overcome common PMO challenges, the best approach would depend on the specific context of the PMO and the organization.

It is important to consider the unique challenges and opportunities of the PMO and organization when developing a plan to address them.

CHANGING THE HEAD OF PMO

Changing the head of the PMO can be a solution to address PMO issues, but it should be considered as a last resort, and only after other options have been exhausted. It is important to note that changing the head of the PMO may not necessarily solve the underlying issues and challenges that the PMO is facing.

Before considering a change in leadership, it is important to evaluate the root causes of the PMO's issues. It could be that the PMO lacks the necessary resources, processes, or support to effectively manage projects. It may also be that the PMO is not properly aligned with the organization's overall goals and objectives. In such cases, changing the head of the PMO may not solve the problems.

If the issues are related to the leadership, such as lack of experience, lack of direction, or lack of skills, it may be necessary to replace the head of the PMO. But even in such cases, it is important to consider the experience and qualifications of the new leader, and ensure that they have the necessary experience and skills to lead the PMO effectively.

It is also important to keep in mind that changing the head of the PMO can have an impact on the PMO team and the organization as a whole. It can cause disruptions, and employees may feel uncertain about the future. Therefore, it is crucial to communicate the reasons for the change clearly and effectively, and to provide support and resources to ensure a smooth transition.

In conclusion, changing the head of the PMO can be a solution to address PMO issues, but it should be carefully evaluated and considered as a last resort after other options have been exhausted. It is important to focus on the root cause of the problem and to ensure that any changes made align with the organization's overall goals and objectives.

THE BEST BOOKS ABOUT PMO

Here are 8 books about Project Management Offices that are considered to be among the best in the field:

1. "The Project Management Office (PMO): A Quest for Understanding" by Brian Hobbs and Monique Aubry
2. "Effective Project Management Offices" by Robert K. Wysocki
3. "The Complete Project Manager: Integrating People, Organizational, and Technical Skills" by Randall L. Englund and Alfonso Bucero
4. "PMO Governance: Practical Strategies to Govern Portfolio, Program, and Project Delivery" by Eugen Spivak
5. "The Strategic Project Office, Second Edition" by J. Kent Crawford 
6. "Project Management Office Toolkit" by Gerard M. Hill
7. "The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management, Second Edition" by James T. Brown
8. "The Agile PMO: Leading the Effective, Value Driven, Project Management Office" by Michael Nir 

These books cover a range of topics related to PMOs, including building, running, and shutting down PMOs; the role of the PMO in managing portfolios, programs, and projects; governance, PMO value chain and many more.

They are written by recognized experts in the field and are considered to be valuable resources for PMO professionals.

HOW WE CAN HELP YOUR BUSINESS?

Leopolis Group can help companies overcome issues with PMOs and improve their performance. One of the key ways we can support an organization is by conducting an assessment of the PMO's performance and identifying areas for improvement. This can include evaluating the PMO's alignment with the organization's goals and objectives, assessing the effectiveness of project management processes and practices, and evaluating the PMO team's skills and capabilities.

Once the issues have been identified, the Leopolis team of professionals can work with the organization to develop a comprehensive PMO strategy that aligns with the organization's overall goals and objectives. This can include implementing best practices and processes for project management, building a skilled and experienced PMO team, and providing training and coaching to PMO staff. We can also assist the company in monitoring and reporting on the PMO's performance, progress and outcomes, continuously reviewing the PMO's performance and identifying areas for improvement, managing risks that could impact the PMO's ability to deliver projects successfully and providing technical expertise.

By utilizing the expertise and experience of certified project management professionals (PMPs) of Leopolis Group, an organization can address the issues with PMOs and improve the performance of the PMO to align with the organization's goals and objectives. This can lead to more successful project delivery, improved communication and collaboration among project teams and stakeholders, and ultimately, better business outcomes.

So, Leopolis can support an organization in solving issues with PMOs by providing a variety of services, such as:

1. Assessing PMO performance: we can conduct an assessment of the PMO's performance, identify areas for improvement, and provide recommendations for addressing any issues.
2. Developing a PMO strategy: we can work with the organization to develop a PMO strategy that aligns with the organization's overall goals and objectives.
3. Implementing best practices and processes: we can provide guidance on best practices and processes for project management and help implement them within the PMO.
4. Building a PMO team: we  can provide support in recruiting and developing a skilled and experienced PMO team.
5. Providing training and coaching: we can provide training and coaching to PMO staff on project management best practices, processes, and tools.
6. Monitoring and reporting: we can work with the organization to establish a process for monitoring and reporting on the PMO's performance, progress, and outcomes.
7. Continuously improve: we can support the organization in continuously reviewing the PMO's performance and identifying areas for improvement.
8. Managing risks: we can help the organization to identify and manage risks that could impact the PMO's ability to deliver projects successfully.
9. Change management: we can assist the organization in managing the change that comes with implementing new PMO processes and practices, by developing a change management plan and providing support to employees as they adapt to new ways of working.
10. Providing technical expertise: we can provide technical expertise in areas such as project management software, data analytics, and other specialized tools that can help the PMO function more efficiently.

Get in touch with the Leopolis team: contact@leopolisgroup.com