{"id":5557,"date":"2010-12-12T08:57:25","date_gmt":"2010-12-12T15:57:25","guid":{"rendered":"https:\/\/svapm.org\/?p=5557"},"modified":"2010-12-12T09:05:56","modified_gmt":"2010-12-12T16:05:56","slug":"pmo-vs-extreme-project-management-the-%e2%80%9csmackdown","status":"publish","type":"post","link":"https:\/\/svapm.org\/?p=5557","title":{"rendered":"PMO vs Extreme Project Management the \u201cSmackdown”"},"content":{"rendered":"

\"PMO<\/a>Author: Teri Dakan<\/p>\n

OK \u2013 Channeling Bobby Flay here…<\/p>\n

How to keep a PMO relevant?\u00a0 Is it?\u00a0 Should it be?<\/p>\n

An interesting dynamic took place for me; taking a PMO class at the same time I took an eXtreme Project Management class.\u00a0 Yikes!\u00a0 At the onset I thought \u2013 good grief \u2013 I have warring factions here.\u00a0 8 weeks later here is what I found.<\/p>\n

On the very cover of the eXtreme Project Management book \u2013 it states…Bureaucracy is to be avoided.\u00a0 The obvious inference is that PMO = Bureaucracy; at least to some extent. Is this true?<\/p>\n

I didn’t know a clear answer 2 months ago.\u00a0 However, this is what I think I know now.<\/p>\n

Fact<\/strong><\/p>\n

The world and business is moving faster and faster.<\/p>\n

Organizational goal <\/strong><\/p>\n

It is no longer a need just to keep up \u2013 there is a need to be ahead.<\/p>\n

An effective PMO response<\/strong><\/p>\n

PMO must be supported, if not staffed, by upper level management. Without this;\u00a0 it is a show stopper or at the very least, an intermission in the march to being ahead.<\/p>\n

Why? A PMO in part is a forum for ideas.\u00a0 The PMO acts as a funnel \u2013 companies have more ideas then they can possibly ever expect to have time or resources to execute.\u00a0 The PMO encourages the input, and swirls it down through the funnel into an executable, albeit challenging, path to success.<\/p>\n

As a project manager, I would expect the outcome of the PMO to be \u2013 an intelligent well thought out; thoroughly vetted decision made on the projects the organization should pursue to meet their goals and objectives.\u00a0 As a project manager, I wouldn\u2019t expect to be privy to all the reasoning (or the vetting), but I would expect to feel confident that the decisions made are more than likely the right ones.<\/p>\n

With the heady rush of confidence that the PMO has done their job, the relationship that develops between the PMO and the project manager keeps the PMO relevant as well as project managers themselves.\u00a0 Both the PMO and the project manager are both leveraged for their expertise to bring overall success to the organization.<\/p>\n

Strong PMOs enhance the project management process not by saddling it with unnecessary processes and procedures \u2013 thinking EPM here – but choosing the right projects, allowing the project manager to effectively execute.\u00a0 The PMO provides assistance and guidance \u2013 to achieve one-time success that translates into repeatability, scalability and compliance.<\/p>\n

Back to Bobby Flay here \u2013 the PMO is the menu \u2013 the project manager is the chef.\u00a0 The menu items (PMO) have been carefully chosen to bring the greatest amount of pleasure and satisfaction to the customers.\u00a0 The chef (project manager) picks the right ingredients to assure what is delivered will meet \u2013 or even exceed \u2013 the customer\u2019s expectations.<\/p>\n

One more thing\u2026.a PMO also in support of project management and the organization should take the initiative to cancel a project that is not going to deliver what the organization needs and could inevitably lead to a level of failure for the project and the project manager.<\/p>\n

Picking the right projects – canceling the wrong ones – this takes courage and leadership \u2013 to me the very definition of a PMO that will allow it remain vital to the organization AND remain relevant.<\/p>\n

About the Author: This post is submitted by Teri Dakan, a student in the 2010 Fall PMO course at UCSC Extension. Teri Dakan, PMP, when not cooking, works as a process specialist @ Telenav.\u00a0Prior to Telenav, Teri was a Program Manager at headset company Plantronics.\u00a0Teri\u2019s career has spanned high tech,\u00a0and architectural\/engineering endeavors.<\/p>\n","protected":false},"excerpt":{"rendered":"

Strong PMOs enhance the project management process not by saddling it with unnecessary processes and procedures \u2013 thinking EPM here – but choosing the right projects, allowing the project manager to effectively execute. The PMO provides assistance and guidance \u2013 to achieve one-time success that translates into repeatability, scalability and compliance.<\/p>\n","protected":false},"author":113,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"give_campaign_id":0,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[27,853,850],"tags":[],"class_list":["post-5557","post","type-post","status-publish","format-standard","hentry","category-training-certification","category-pmbok-process-initiating","category-organizational-leadership"],"aioseo_notices":[],"jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/svapm.org\/index.php?rest_route=\/wp\/v2\/posts\/5557","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/svapm.org\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/svapm.org\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/svapm.org\/index.php?rest_route=\/wp\/v2\/users\/113"}],"replies":[{"embeddable":true,"href":"https:\/\/svapm.org\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=5557"}],"version-history":[{"count":0,"href":"https:\/\/svapm.org\/index.php?rest_route=\/wp\/v2\/posts\/5557\/revisions"}],"wp:attachment":[{"href":"https:\/\/svapm.org\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=5557"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/svapm.org\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=5557"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/svapm.org\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=5557"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}