tough economic times.
By developing internal programs
aimed at addressing these issues, the
PMO was immediately seen as a supportive organization and not merely
as administrative overhead. In some
cases, we do take the lead on a few
select projects. This way, the PMO
both maintains hands-on experience
and extends qualitative support and
guidance to the local project managers—and even delivers a small revenue flow.
Beyond the initial focus on people
and process, the PMO extended its
purview to performance and promotion shortly after formation. The move
has ensured good communication of
the PMO’s benefits to Siemens management across EMEA as well as to
our customers. Delivering a regular
newsletter, hosting knowledge-sharing sessions, showcasing
project case studies, inputting updates to our methodology
and never saying “no” to requests for assistance have all
helped put the PMO on peoples’ radar as an organization
that helps rather than hinders.
I strongly believe the PMO has a place in a project-based organization, even in these times of restricted
finances. In fact, I believe they have a place
especially in these times.
On one hand, companies of all kinds
face the global recession. On the other,
we are part of a dynamic, resourceful and
ever-evolving world that demands change
as part of its survival. And change
demands projects, and projects demand
History is littered with significant
project failures, yet there are also
spectacular project success stories linked to
the ever-maturing profession of project
Those projects that will be commissioned in the future, as well as the ones
that are allowed to continue in the current
climate, will be expected to deliver higher
business impact, endure closer scrutiny
from senior management and face far
more pressure to deliver.
And who will be under the most pressure? You guessed
it, the project manager.
Right now our projects, and our project managers,
need the help, support and guidance of a good PMO. Just
make sure that your PMO’s focus is the right one for your
VOICES ON PROJECT MANAGEMENT
Peter Taylor, PMP, is the
Europe, Middle East and
Africa director of a project
management office at
Siemens PLM Software,
Surrey, England. He is
also a professional speaker
and author of The Lazy
[Infinite Ideas, 2009].
RAISE YOUR VOICE
No one knows project management better than you, the practitioners “in the trenches.” So PM Network is debuting its Voices on Project Management column.
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please send your idea to firstname.lastname@example.org.