Is a PMO the Right Strategic Plan?
Projects happen no matter what your office infrastructure looks like. Whether you have a PMO or just one or more project managers or even no true defined project managers, projects still happen. And sometimes you aren’t even aware there are projects going on. They’re called tasks, assignments, must-do’s, emergencies, new initiatives, or whatever else someone who identified the need is calling it today. In reality, they’re all projects to some degree. Big and small, long or short, cheap or expensive... they are all projects.
The question is, do you need a Project Management Office (PMO) wrapped around the process of running these initiatives, projects, engagements or tasks? Does the organization need a more formal process in place to be a central repository for the leadership of those projects? Is that really necessary?