Recently, on a flight to Bangalore India and in the ensuing boredom I struck up a conversation with the passenger sitting next to me.
After a short chat it was clear we had something in common professionally. It turned out that “Mr X” was a senior software engineer for Honeywell and responsible for the developing of new fly-by-wire flight systems.
“Wow” how interesting! A branch of IT I knew little about, and an opportunity to learn something new.
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The Final Verdict 
A well known management consultancy house recently asked me review of their existing portfolio of PMO executed programmes of work with the objective of developing the following artefacts :-
- A PMO vision statement
- Development of a standardised out-of-the-box PMO execution blueprint (covering set-up /operational roadmap) capable of being reused and executed on all future large scale programmes of work.
- Revise, and update where necessary, all process definitions /procedures which would be used to execute a standardised PMO Blueprint.
This consultancy really seemed to have connected with the whole concept of how PMO’s could be used as a powerhouse of efficiency and profitability on large scale programmes of work.
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The Best Engine For Success
For the Pros and Cons of other PMO models please see blogg posts Managing PMO, Consulting PMO or PSO
Seen through the eyes of a deploying Managing Consultant this model draws on the best features of the Managing and Consulting PMO models to create a hybrid model between the managing and the consulting PMO models. This drives and supports project management practices via a centralising PMO, but with the majority of the management of individual projects /programmes resting with formalised partnerships between individual end client business units and on-the-ground project /programme management resource.
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Posted by Kevin Brady on Mon 11th February 2008 at 07:53 PM, Filed in Project Management
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”
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For the Pros and Cons of other PMO models please see blogg posts Consulting PMO, Facilitative Managing PMO
This is where a PMO serves as the central governing project /programme management body driving the delivery of a programme or a group of related programmes.
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