Selecting the Right PMO Model for Your Organization

A Project Management Office (PMO) is an organizational entity established to provide support and guidance to project teams. They are responsible for setting standards, managing resources, tracking progress, and providing guidance on best practices. An effective Project Management Office (PMO) can be a powerful asset to an organization; structuring projects, applying industry best practices and encouraging collaboration between stakeholders. The PMO does this by providing support services that promote efficiency and enhance the quality of project deliverables within the organization’s operational activities.

There are three main types of PMOs – supportive, controlling, and directive – each with their own strengths and weaknesses. In this post, we’ll explore the differences between each type of PMO model in order to help leaders select the right one for their organization.

The Supportive PMO

A supportive PMO does not take an active role in decision-making but instead provides guidance and mentoring for projects.

The primary goal of a supportive PMO is to provide resources, training, and mentorship to project teams. By doing so, they help ensure that projects are completed on time and within budget. They also serve as a resource for project teams in terms of problem-solving and decision-making. This type of PMO model is low cost but can be time consuming depending on the level of support needed from them.

A supportive PMO employs a a “hands-off” approach, meaning that the PMO does not get overly involved with day-to-day operations of the project, but instead offers resources, guidance and oversight from a distance unless needed otherwise. This way, the PMO staff is able to remain objective and help ensure projects align with company goals and objectives while minimizing disruptions.

The Controlling PMO

The controlling PMO takes a more active role and is used when tight control over projects is desired to ensure effective communication and delivery. 

Controlling PMOs are focused on ensuring that projects follow established standards and processes in order to achieve successful outcomes. They may have additional responsibilities such as budgeting or risk management, but their primary focus is on making sure that projects adhere to established protocols. This type of model can be beneficial when it comes to consistency across projects but it may also lead to rigid processes that can stifle innovation or creative problem solving. 

A controlling PMO ensures that teams within a project abide by well-defined guidelines and standards. This oversight provides a measure of predictability, as team members will understand the expectations of their bosses and know what is expected of them. Controlling PMO also allows for cross-functional collaboration, as members can rely on each other to make use of the prescribed documentation, procedures, templates, activities, and other details specified by the PMO. As such, a controlling PMO is an effective way to ensure each project get executed according to its goals while enabling better communication throughout the organization.

The Directive PMO

The directive PMO is focused on setting up standards which dictate what has to be done, how it should be done, and when it needs to be completed.

Directive PMOs take a hands-on approach when it comes to managing projects by actively directing the activities of project teams. This type of model requires strong leadership skills as well as an ability to delegate tasks effectively in order for it to be successful. The directive approach also carries with it some risks such as micromanagement or overstepping boundaries which could lead to lowered morale among project team members if not handled properly.

The Directive PMO is a great way to efficiently manage projects in an office setting. This directive goes beyond just controlling the project, and instead takes a hands-on approach. It allows for experienced project managers to work with the resources and organizational insight that is necessary for any successful project. These dedicated project managers will report back to this office and provide regular updates on the status of the project, making sure it can stay on track. The Directive PMO enables an office setting to have a comprehensive manager system in place that can maximize their efficiency and help their projects succeed.

When selecting a PMO model for your organization there are many factors you need to consider such as budget constraints, project complexity, team dynamics, etc., in order to make an informed decision about which one will work best for you. The most important thing is that whatever model you choose should align with your overall strategic objectives while still allowing flexibility for creativity and innovation from your project teams. By following these guidelines you should have no trouble finding the right fit for your organization’s needs!

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Forbes: It’s Time to Think About Experience Operations


This article was written by Greg Kihlström for Forbes Agency Council. You can read the original here.

If your organization is like most these days, there is at least some appreciation for the impact that a great customer experience (CX) can have on both short- and long-term results.

Maintaining a consistently great CX while continuously improving it to stay ahead of the competition, however, can be quite challenging. Much like DevOps helps software engineering teams maintain a continuous stream of high-quality software updates or how marketing operations supports the delivery of a constant stream of marketing campaigns and deliverables, I would like to propose that you consider implementing experience operations. Like those other two examples, experience operations supports continuous delivery of its output—in this case, consistently great customer experience.

In this article, I’m going to talk about the ways that an experience operations approach can help your organization improve the experience your customers have, as well as the experience that your employees have while delivering it.

This article was written by Greg Kihlström for Forbes Agency Council. You can read the original here.


The Agile Brand Blog – Greg Kihlström Customer Experience & Digital Transformation  

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Forbes: Don’t Give Up On Your Process Just Yet

Read More The Agile Brand Blog – Greg Kihlström Customer Experience & Digital Transformation

This article was written by Greg Kihlström and originally published on Read the original here.

“Why do we keep following the process if it doesn’t work?”

You’ve probably heard something to the effect of this before or have even said it yourself. After all, what could be worse than following a set of rules that either isn’t logically consistent, doesn’t bring good results, is impossible to follow or all of the above?

As a consultant, I often work on aspects of marketing operations in the enterprise and am a rather process-oriented person myself. The first thing I often do when performing discovery on a new project or meeting a new client is to ask questions about the process of how things are done, how success is determined and other items related to how things are operationalized.

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This article was originally published on Read the original here.