Back to the PMO series, I’ve not updated the PMO Watch since Nov 08! The PMO Watch brings together news and views in relation to Portfolio Management Offices, Programme Management Offices and Project Management Offices, in other words PMOs (or if you’re looking at P3O, P3O!)
In this Watch we’re looking at reasons why you shouldn’t consider implementing a P3O framework into your organisation.
The most common reasons were highlighted at a recent PPSOSIG conference:
- No clear senior sponsor buy in / no support for the approach. The P3O implementation may be seen as an overhead
- No major change programmes / projects, or no risky projects which might benefit from a consolidated approach like P3O. A less formal approach would possibly be needed
- Time consuming and hard to achieve buy in from the start. The payback for the implementation is over too long a timeframe and possibly no direct benefit to the customer. The business case or ROI just doesn’t stack up
- The P3O approach is just too advanced for the maturity level of the organisation. The organisation feels that they are losing the support* previously provided by the PMO team and would prefer the concentrate on what they really need first
- Need for P3O or any other model is actually reduced because the number of programmes and projects has decreased within the organisation
- The organisation has a culture that is resistant to change
* The “support” word is effectively banned from the P3O framework, mainly because of the view that PMO’s provide much more value than just supporting the Programme and Project Managers. A debate that still rages on!
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