Voices from the PMO
Power Needs Purpose
“People, at least here in Brazil, still think of project management offices as an area for reporting indicators. That can be an important area, but the PMO’s main purpose isn’t just to provide reports. PMOs should train project managers, should look for ways to build the portfolio and should help evolve the project management within the organization to really deliver on strategic business goals.
What I see is that too often PMOs are created without clear goals established and without a link to strategic objectives. Maybe the PMO was created because it is in fashion. Or maybe a director sees someone else running a PMO and has the wrong perception and establishes the PMO without linking it to what it needs to deliver. That’s why we have a considerable mortality rate of PMOs in Brazil.
Companies understand that PMOs are important, and during this economic cycle where we all need to be more efficient, there is an increased need for organizations to utilize PMOs.
But if the objectives are not clear, the company isn’t able to justify why the PMO exists during a budget crisis.
Once organizations get better at setting objectives and PMOs are able to meet them, it will become more stable. That’s a level I see us reaching in Brazil in the next couple of years.”
Claudio Barbosa Rodrigues, PMP, is the PMO manager for SAP implementation for Vale in Rio de Janeiro, Brazil
Voices from the PMO
Power Needs Purpose
“People, at least here in Brazil, still think of project management offices as an area for reporting indicators. That can be an important area, but the PMO’s main purpose isn’t just to provide reports. PMOs should train project managers, should look for ways to build the portfolio and should help evolve the project management within the organization to really deliver on strategic business goals.
What I see is that too often PMOs are created without clear goals established and without a link to strategic objectives. Maybe the PMO was created because it is in fashion. Or maybe a director sees someone else running a PMO and has the wrong perception and establishes the PMO without linking it to what it needs to deliver. That’s why we have a considerable mortality rate of PMOs in Brazil.
Companies understand that PMOs are important, and during this economic cycle where we all need to be more efficient, there is an increased need for organizations to utilize PMOs.
But if the objectives are not clear, the company isn’t able to justify why the PMO exists during a budget crisis.
Once organizations get better at setting objectives and PMOs are able to meet them, it will become more stable. That’s a level I see us reaching in Brazil in the next couple of years.”
Claudio Barbosa Rodrigues, PMP, is the PMO manager for SAP implementation for Vale in Rio de Janeiro, Brazil
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