Navigating to a Successful Enterprise-Wide PMO Creation

Authors

  • Eric Gartner Noblis-NSP United States
  • TC Folkedal Noblis United States

Keywords:

Project Management, Governance, Strategic Planning

Abstract

The design and build of a PMO scalable to an Enterprise level should inherently be strategic. This article traces key organizational aspects of PMO design by using a ship building analogy. Specifically, it parallels the historical development of the ship’s command superstructure with advances in creating modern PMOs. This methodology demonstrates the means to assess and deploy capability while simultaneously planning how to position, shape, and ultimately manage strategic growth. This design strategy synchronizes governance, change management and incorporates a maturity model to demonstrate the means of creating sustained PMO value, thereby enhancing its survivability.

Author Biographies

  • Eric Gartner, Noblis-NSP United States

    Gartner is a governance and strategy subject matter expert for Noblis NSP. He is a retired USAF Colonel and Special Agent with 24 years of active duty military service. A graduate of Earlham College, he has Masters Degrees from the University of Delaware, Air Command and Staff College, and the National War College (Distinguished Graduate).

  • TC Folkedal, Noblis United States

    TC Folkedal, PMP, is the Noblis Lead Expert for the Economic Analytics for Decision Support Center of Excellence. His efforts help clients manage the convergence of technology, resources, budget, and cost to recognize value, mitigate risk, plan efficiency, and drive performance across the government enterprise. A graduate of Boston University, TC has his MGA from the University of Pennsylvania, and an Executive Certificate in Strategy and Innovation from Massachusetts Institute of Technology’s (MIT) Sloan School of Management.

References

Clark, W. (1923). The Gannt Chart: A Working Tool of Management. Retrieved from https://archive.org/details/ganttchartworkin00claruoft

ESI International 2015 Global State of the PMO Executive Summary. Retrieved from https://www.strategyex.com/~/media/Files/Public-Site/US/POVs/2015GlobalStateofPMO

Hastie, S., & Wojewoda, S. (2015, October 4). Standish Group 2015 CHAOS Report – Q&A with Jennifer Lynch. [Web log article]. Retrieved from https://www.infoq.com/articles/standish-chaos-2015

Needs, I. (2014, January 6). Why PMOs fail: 5 shocking PMO statistics. [Web log article]. Retrieved from https://www.keyedin.com/keyedinprojects/article/why-pmos-fail-5-shocking-pmo-statistics/

PM Solutions. (2014, April 10). The State of the Project Management Office (PMO) 2014. Retrieved from http://www.pmsolutions.com/resources/view/the-state-of-the-project-management-office-pmo-2014/

Project Management Institute. (2014). Pulse of the Profession 2014: The High Cost of Low Performance. Retrieved from http://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2014.pdf?sc_lang_temp=en

Standish Group. CHAOS Report 2016: Outline. Retrieved from http://www.standishgroup.com/outline

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Published

2022-05-20

Issue

Vol. 5 No. 3 (2018): The Journal of Modern Project Management

Section

Articles-JMPM

License

Copyright (c) 2022 Eric Gartner, TC Folkedal

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

How to Cite

Navigating to a Successful Enterprise-Wide PMO Creation. (2022). The Journal of Modern Project Management, 5(3). https://journalmodernpm.com/manuscript/index.php/jmpm/article/view/JMPM01509

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