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This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.

Sunday, August 03, 2003

PMO Effectiveness Questioned -- by this Computerworld article reporting on a Forrester Research survey...
"Most companies have now established project management offices (PMO) to help them enforce standard IT processes during IT/business projects, according to a recently released report by Forrester Research Inc. But many PMOs continue to focus too much time on compiling reports for senior management and not enough on ensuring that projects are delivered on time and within scope.

"That could explain why nearly one-fifth of all new IT project implementations are delivered three or more months late."
Too many PMOs seem to be taking on the role of process cop or high-level recording secretary without getting into what is really needed -- the development of a deep change that brings the "business" and the "IT" together in a holistic culture of projects and project management.
"For purposes of this study, Forrester classified a project as a "failure" if it was delivered one to three months late and affected at least 3,000 end users. According to survey respondents, 19% of their enterprise application initiatives were delivered at least three months late, and another 17% were between one and three months overdue.

"For his part, [Forrester researcher] Pohlmann doesn't expect any dramatic improvements in IT project delivery rates because of what he attributes to IT management apathy. "I think there is improvement that can be achieved, but not from a project management methodology standpoint, because those have been around for years," said Pohlmann. Instead, he said business units have to remain much more involved with IT departments on project requirements throughout the entire life cycle of the project."
Too many PMOs are isolated in the IT shops. They need to come out of their server closets (or they need to be taken over by the "business side") so that they can take a more visible and productive role in the facilitation of the transformation of business strategy into portfolios of programs and projects managed consistently and with coordination.

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