Establishing a PMO is like starting a diet, all you need is a desire to make a difference, and both can produce impressive initial results, but change is hard. It is easy to get off track, the initial enthusiasm can soon wane and without the right support, guidance, encouragement and sense of purpose, it is super easy to slide back into old habits. Does it always have to be this hard?
People like organisations are interested in bettering themselves, they both seek transformation and yet beyond the short term success, very few achieve their desired effect. Is this because we have the wrong PMO, the wrong diet, or do we need to rethink our approach and do something differently?
Opinions remain divided about the effectiveness of enterprise wide PMOs, with recent global survey data presenting as an urgent call to action, should PMOs seek to remain relevant. The rise of the Agile PMO is here. Key is its ability to navigate transformative complexity and shift from cost to value primacy. PMO transformative agility and leadership insight are paramount to its success.
This presentation frames the current baseline and outlines the statistics and what this means for the future of PMOs. It states the rationale for change and progressive historical shift to what is now considered a contemporary PMO establishment. It frames what is needed for transition in terms of the PMO lifecycle, and what this means to project practitioners.
Adopting and structuring an Agile PMO operating model is not for every business. Transforming your PMO to focus on value and leadership insight for success should be considered as a full lifestyle shift, rather than a diet. For those lacking the desire or discipline, there is always another diet.
PMI Talent Triangle: Strategic and Business Management