7 possible reasons why desired results are not being achieved in our current PMO

When I mention our 'current PMO', I'm referring to the one we have in our organization, which is more of a 'showcase' - it aims to achieve a lot, but in reality, it fails to deliver much. Although not all PMOs share this flaw, unfortunately, the majority of them do... and that's the harsh reality.

Nevertheless, for those of us who believe that things can be done much better to effectively lead a Global Portfolio of Projects and Products (PMO or whatever you want to call it), we think that some (or many) things need to change - but this ultimately depends on each organization and, of course, on each PMO.

Personally, I believe we can do it! ... and that's the good news.

But in order to improve, we must first identify what is not working so that we can correct, modify, change, or simply remove it.

Obsolete ideas can only produce obsolete results

From my professional experience, I would like to share my "7 possible reasons why desired results are not being achieved in our current PMO?".

1.Old fashion Mindset (20th Century): Obsolete ideas can only produce obsolete results. I've mentioned this in many forums before - if we apply Moore's Law to our xPMO, we need to ask: who proposes it? Who leads it? Who sponsors it? And of course, if you don't surround yourself with people who have real knowledge and experience in working and/or leading a xPMO, you'll keep getting the same old results.

2.Lack of Strategic Alignment: If the xPMO is not aligned with the organizational strategy, it's likely that project and product initiatives are not being focused correctly to generate the expected results."

3.Lack of Leadership: If the xPMO lacks effective and committed leadership, it's possible that the portfolio won't have the direction and support it needs to succeed.

4.Lack of Monitoring and Control: If the xPMO doesn't have adequate processes and tools to proactively and preventively monitor and control the portfolio's progress, it can be difficult to identify problems in a timely manner and take corrective actions.

5.Lack of Effective Communication: If the xPMO doesn't have effective communication channels between team members, stakeholders at all levels within the organization, and external teams, it can be difficult to achieve objectives and obtain expected results.

6.Lack of Adequate Culture and Training: Not just for project and product management, but if the organizational culture isn't focused on managing a global portfolio, collaboration and effective communication won't be encouraged, and deliverables will undoubtedly suffer from delays and problems. This will also result in a lack of an appropriate team with specific training to lead the xPMO.

7.Lack of flexibility and adaptability: Nowadays unpredictable environment, if the xPMO is not capable of adapting to constant changes in the environment or to new organizational needs, it can be difficult to maintain relevance and impact in the medium and long term.

Final note:

My personal point of view, a global portfolio of projects and products is what is currently being promoted as xPMO, that is, any type of office that leads, from the traditional concept of PMO to the new ones being adopted in organizations such as VMO, SMO, PSO, APMO, etc.

Images: courtesy of Pixabay

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