Is It PrPMO Or PuPMO?

PMO is a new methodology to manage portfolios and projects. It is less than two decades of age. All limited publications and books are from personal experience more than approved methods which might (or not) give the right framework and processes for PMOs implementation and operation which applicable and fit for all organisation types.

We can’t generalise PMOs governance and processes for public sector and private sectors. Even we can’t generalise it for computer software developments projects, micro management and controls by hours projects comparing to mega programs. It is different for new white filed and brown field. It is different for design stage and construction stage. It is different for new construction projects and maintenance projects.

Undersetting these differences must be acknowledged before starting the implementation planning. The goals, governance, policies, processes and KPIs are different for all.

I would suggest differentiating public sector PMOs as PuPMO. Similarly, the private sector PMO is PrPMO. Within these we will have different PMOs. We can add some letters to differentiate it. For example, for software Development we can use SoDePMO. For maintenance projects we can use MaPMO. For a consultants, we can use CoPMO, for contractors we can use CrPMO ..etc.

Now why they are different?

Let’s discuss these two examples. First one between public and private sector. In public sector, project selection criteria is totally different to private sector. In PuPMO, it is driven by changes, shared services efficiency & capacity, and demands. It is the tool for culture change and organisation transformation. It is has limited new governance and policies implementation because public sector has it already and the PMO build around it. It is improvement and changing the rigid mindset on public sector. Therefore, it has more challenges than PrPMO.

In PrPMO, it is driven by profit, business goals and clients requirements. The projects requirements and management processes are different from client to another and from project type to another.

These main differences create different governance and processes for project selections and management. Theses processes differences continue for delivery KPIs and evaluation.

The second example is the contractors’ and consultants’ PMOs. In Consultant scenario, in the design stage which is a micromanagement monitoring designers hours, delivery quality, design comments, and client satisfaction has totally different governance and processes to contractor’s who tries to maximise its shared resource movement (human, equipment’s and material) between the different construction sites. It involves big costs and more auditing and controls. Also, in contractors side, it is more critical to think about projects accounts separately and in the same time to have more control on it to maximise shared resources. In consultant side, it is about ensuring the teams members are having enough work.

So after that are we still call it PMO only?

What do you think?

We should study the differences on the different organisations and differentiate it from now to guarantee successful implementation.

Please visit our free training videos https://zalbasireppm.com/training-videos/ for more information.

Best wishes for all.

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