Many PMOs strive to mature. The project management professionals within these groups don’t just want to become better at what they do, they often see tangible benefits in acquiring or developing the skills, expertise, and resources necessary to take on more complex project tasks. Expanding capabilities and mastering competencies is well and good, but PMO maturity sometimes brings unexpected challenges. Below we look at the good and the bad that comes with developing a mature project office.
Availability of metrics. One benefit of a mature PMO is that gathering and analyzing detailed metrics is typically part of the team’s established practices. For organizations where cost containment efforts are a priority or where datasets are important tools in developing strategy, such as for setting manufacturing levels, a mature PMO offers an increased ability to assemble large, very specific data points and conduct targeted benchmarking.
Standardized methodologies. Organizations that must follow precise practices—most commonly found in regulated industries but also occurring when a particular project falls under one or more compliance mandates—often find the capabilities of a mature PMO to be a significant benefit. Projects across the company can be handled in accordance with a single methodology for managing controls, expenditures, documentation, and contracts.
Centralized management. Many organizations tackle only a few projects at a time, making oversight relatively straightforward. But for those companies with multiple projects happening at once, and often with differing durations, having a mature PMO capable of handling everything in one centralized place can be a huge positive. This typically allows for better purchasing power and leaner resource management, both benefits for those organizations that have experienced overruns or inefficiencies on past projects.
Internal expertise. If the culture of the organization eschews the use of external resources, then a mature PMO—with its broad knowledge base and skills—is often the answer. A wider variety of projects can be successfully executed without a heavy reliance on outside expertise, and juggling workloads across multiple projects is less complicated than when coordinating external labor.
Hurry up! Moving a PMO along the maturity spectrum is, by its very nature, a slow process. Competencies must expand, expertise typically broadens through experience (rather than new talent acquisitions), and best practices must filter across the wide range of activities the team oversees. That sometimes plodding pace can create an enormous amount of frustration among team members, who are often high-achieving, results-driven individuals. But try to hurry the process and you’ll probably progress even more slowly, as changes no longer have time to permeate throughout the project lifecycle and support teams flounder in their attempts to assimilate new practices and protocols.
Beware complacency. Mature PMOs can rest easy in the knowledge they’re adhering to best practices and achieving consistent success. The problem? Resting easy is exactly what project teams can’t do when it comes to implementing improved processes and incorporating new thought leadership into existing practices. Sometimes it’s a fine line between maturity and entrenchment, so keep an eye out for complacency.
Disconnect between the PMO and parent organization. Different companies have different needs, and not every organization wants or requires a PMO with a high level of maturity. The corporate culture may lean toward departmental independence, where each group is encouraged to oversee its own projects and initiatives. If the PMO interjects itself into this process uninvited, it could put the project team at odds with stakeholders as well as the organization’s leadership. This type of situation also has the potential to negatively impact the level of resources the PMO is able to procure, making project success far more difficult.
Project management training tips provided by PMAlliance inc.