Are PMOs killing the role of the project manager?

With the PMO Conference coming up in London, I think it is worth considering just how far the role of the PMO should go.  I have been involved in the PMO competency development work with the Flashmob team and at times it concerned me that we were in danger of defining the PMO as a monster which inappropriately seizes responsibilities from the project manager.

As Collin Ellis, remarked in his great article on Agile PMOs “The fact of the matter is, if you need a central ‘unit’ to tell a project manager to follow a process to build a plan to deliver a project, then you’ve already failed.”

The PMO must be an empowering influence in the project community, not a disempowering one.  I wish I was at the conference to see, for example, Richard Hendrickse talk on “Developing PMO Servant Leaders”.  Surely this is the style and culture that the PMO must seize if project management and project managers are to remain relevant in our organisations?

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Renewing your PMO

If you are lucky enough to have attended the PMO conference in London on 13th June 2018 then you may be already be reflecting on:  How could the PMO improve?  How can we increase the value of our PMO?  What kind of PMO should we be?

A view that PMOs should not be permanent structures has gained ground recently.  Todd Williams, in his insightful book on “Filling Executive Gaps”, suggests that PMOs are perceived as essentially bureaucratic and they all tend to outlive their usefulness.  The need to re-invent and re-align the PMO every few years to remain valuable has almost become a mantra in PMO circles.

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