Project Management processes and techniques are used to coordinate resources to achieve predictable results. The value of project management to the organization is much greater and includes:
Better expectation-setting through up-front estimating, planning, and project definition.
Faster execution through the reuse of common processes and templates.
Fewer project problems encountered when utilizing proactive project management processes.
Better organizational decision making through more effective project communication.
Higher client satisfaction and less rework by building a higher quality product the first time.
IT organizations are increasingly being asked to offer more top-line business value. In that context, the Program Management Office (PMO) is beginning to look like a relic of another era of IT – one that holds enormous sway over how projects are implemented. As a result, technology executives have a choice. They can either choose to solidify the PMO’s role as a primarily execution-focused tool, or they can use it as an arm of strategy, responsible for achieving outcomes on the front lines of the business. We believe the latter approach can help remedy problems of strategic alignment in most PMOs.
Fleming Consulting LLC recommends a higher-value approach to PMOs that focuses on delivering strategic outcomes, directly linking IT programs to broader organizational goals. We believe this simple shift can help remedy problems of strategic alignment in most PMOs.