As companies grow, the ad hoc processes that had been used are no longer sustainable. Thus, the decision is made to centralize project management functions into one department; the Project Management Office (PMO). Whether it’s named the PMO or similar, standing up and operationalizing this business-critical department requires careful planning and implementation.
Over half of PMOs fail within the first three years. If these departments are not delivering value, they’re deemed “administrative overhead” and eventually shut down.
I have started up, reorganized, and led a number of PMO’s. Experience includes:
- $95M project portfolio in the biotech industry
- $9.5M PMO for a publicly traded company and also accountable for SDLC/SOX compliance
- Initiated a special-purpose $60M M&A PMO
- Reorganized a healthcare PMO to include more agile practices
- Consulted for a new Medicare PMO to ensure project processes met CMS guidelines
- Lead a $4M retail and manufacturing PMO
If your company is considering a PMO or similar, contact me today. I will ask you some tough questions, but there are a lot of things to consider before initiating.
Bridge the Gap Consulting, LLC 