The most important factor in setting up a project management office (PMO), is knowing where you are, says Ross Liston of XPert group.
Speaking at the "Why PMOs Fail" executive breakfast in Bryanston last week, Liston stressed the importance of context, and knowing where the organisation lies.
The event was hosted by PMSight, XPert Group and Paracon, with Liston, a PM, MBP and PMO consultant, as the principal speaker.
Liston spoke about the internal and external obstacles in the way of implementing a proper PMO. A project comprises of three balanced elements: people, process and technology, he explained.
"Technology is a key element for implementing a PMO." But as important as technology is, Liston believes companies must start with people.
Bringing up a diagram of the PMO trajectory, Liston explained the trajectory is not a timeline of maturity, but rather a tool to determine what a company needs. If you know where a company stands, it is easier to staff it. The correct staffing of a PMO is vital, he noted.
"The PMO is not a dumping ground," said Liston, referring to people being put in the PMO because the company does not know where else to put them. "You have to choose the right people."
Liston also mentioned a number of other reasons PMOs fail, most of which pertain to internal factors. One of these is that the PMO needs to be transparent: "If you don't say what you do or do what you say, you will fail."
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