This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
Wednesday, August 06, 2003
PMO Themes and Models -- I've recently finished the book I mentioned awhile ago; the subject is PMOs and the title is Advanced Project Portfolio Management and the Project Office, by Kendall and Rollins. I've had time to incubate on it a bit, so I'll start my comments, playing off my recent post about the lack of impressive results from PMOs.
There's a chapter in the book -- What is a PMO and What Should a High Value PMO do? -- that contains excellent descriptions of two "themes" for PMOs (cost containment or throughput improvement) and four basic PMO Models...
1. Project Respository Model (a low or no value model)
2. Coach Model (a tactical model that can provide some value for a short time)
3. Enterprise Model (a strategic model oriented to central control of all major projects)
4. "Deliver NOW" Model (a high-value strategic model focused on throughput, delivery acceleration and choosing the right projects)
These descriptions of what a PMO might want to be when it grows up are worthy input for consideration. It's clear that the PMOs of the Forrester study are likely in the Project Repository Model, serving masters, but not necessarily strategy, and definitely not projects. Obviously the book goes on to focus on putting a "Deliver NOW" model into place, but it does do a good job of describing what can/should be expected (and not) from the other models as well.
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