Those aren’t exactly the sectors that leap to mind
when talk turns to project management, let alone
project management offices (PMOs).
It wasn’t so long ago that project management
was strictly the province of sectors that lived and
died by process: IT, construction, defense. But soon
enough, other industries started seeing the value
of project management in action and became converts. And now it seems PMOs are following the
same path to mainstream acceptance.
There’s a common theme among the new breed
of organizations that decide to take the PMO
plunge—and it’s not all that different from ones in
more traditional sectors.
It comes down to a brutal need for efficiency.
Too many organizations have no way of knowing whether projects are aligned to strategy—and,
indeed, whether they should have been given the
green light in the first place. And that simply doesn’t
cut it anymore.
“We wanted to bring in the next level of sophistication that comes with a PMO,” says Tracy Karagianis, CIO, AMC Networks, New York, New York,
USA. His organization owns cable TV channels
and a film company. “It was about better tool sets
and project and resource management, but we also
wanted to really manage the business portfolio and
align initiatives to overall business objectives.”