Advantages /Disadvantages of a Consulting PMO or PSO
Posted by Kevin Brady on Mon 11th February 2008 at 07:53 PM, Filed in PMO
For the Pros and Cons of other PMO models please see blogg posts Managing PMO, Facilitative Managing PMO
This PMO model is not about enforcement. It addresses the needs of project management primarily through a consultative /mentoring approach designed to help foster a sense of project management community within a given programme. For a project managers streams working with such a model this would be more of a “pull” rather than a “push” relationship with the PMO team.
“Don’t call us we’ll call you”
Viewing this model through the eyes of deploying software vendor the responsibility for the day-to-day management of projects lies with the vendor’s management team and its partnerships with the end client at business unit /divisional level.
A consulting PMO might establish standards in terms of project management processes and procedures and may serve as a centre of expertise, but such PMOs seldom have direct responsibility for individual projects /programmes of work.
On detailed investigation this model delivers a few advantages when compared to the other PMO models:-
- This model can be implemented into an end-client’s organisation, with the minimum impact on their organisation and the need to change its organisational structures /culture.
- Can help to reduce the administrative overhead on busy, overstretched project /programme managers through the supplying of PMO staff on request to support project /programme management where necessary.
The disadvantages of this model are quite extensive:-