The PMO in an organization performs a structuring function and provides assistance in the implementation of projects. His functions are little known, sometimes making the relationship he has with the project manager complicated.
This lack of understanding of the importance of the PMO sometimes leads to questions about its usefulness, even when the project manager is present.
Focus here on the responsibilities of the project manager and the PMO, and the links that exist between these two actors in the transformation of a company.
The adoption of project management methodologies highlighted the role of the Project Management Office. Within the company, the PMO is the structure or the person responsible for coordinating the various projects so that they are in line with the company's strategy.
For example, when an organization wants to reduce its carbon footprint, it will rely on an internal person or structure that will ensure that all projects initiated or directed by the organization are in line with the requirements of the environmental program. In this case, the PMO will facilitate the sharing of resources, tools, methods, and techniques in order to align projects with this specific objective of the organization.
There are several types of PMOs that have different roles and responsibilities.
An EPMO can be found in a company or in an organization. The objective of this is to align all the company's programs or projects with the company's objectives by implementing good governance. In the example just mentioned, it has a strategic support role.
But you can also find a PMO within a department or a portfolio. Concretely, a department such as logistics or procurement may have a PMO within it that will provide support to the department's services. It will therefore be the vector for the company to pass on its objectives in the projects that the department manages.
Finally, we can find the Project Management Office, which supports the project team. On the project, he directly supports the project manager in establishing his processes. It is thus the one who takes care of the conformity of the project documents and processes.
The PMO can be positioned at various hierarchical levels within the organization. However, he always has a transversal vision of the projects and portfolios of the company or organization and has a strategic position within it.
In the world of work, the role and responsibilities of the PMO are not very popularized. As a result, the usefulness of a PMO within the organization is poorly perceived.
The mission of the PMO is to ensure operational and economic alignment of projects with the objectives of the company or organization. It plays a structuring and assisting role in the implementation of the various projects.
His position also requires him to coordinate projects to, if necessary, prioritize one over the other in accordance with the organization's current and future objectives and commitments. It is also its duty to best support business teams so that they can best satisfy the organization's vision.
Finally, through its function of disseminating good governance through project management methodology, it becomes the guarantor of the breakdown of rules, document templates, procedure manuals, processes, etc.
You may have already understood it: where the PMO manages all of the company's project management (by being responsible for the processes and methodologies put in place), the project manager is responsible for organizing the various phases of a project (or several projects) in particular.
In most businesses, there is no hierarchical link between project manager and PMO. However, the PMO is often asked to have a macro view of the work of the organization's various project managers. He must supervise and control the project portfolio, manage budgets, and allocate the various resources necessary so that each project manager can focus on the operational aspects of his role.
The PMO faces some challenges. One of these challenges is to succeed in removing the obstacles and oppositions he encounters in business. Many are convinced that recruiting a PMO when the project manager is already there is a squandering of the organization's resources.
However, in an organization, you need a person or a structure capable of having the necessary perspective and the overview needed to align projects with the organization's strategy. In addition, the PMO is the guarantor of good governance. In this sense, it breaks down the validated processes that will be able to guarantee the proper functioning of the projects for everyone.
The PMO is also an added value in project management by its ability to provide better control of deadlines and budgets. It thus sets up key performance indicators that it monitors to ensure the good health of projects. Because at the organizational level, according to the responsibilities assigned to him, he is the guarantor of the smooth running of projects and the balance between quality, deadlines and costs.
Very often, the project manager does not have an overview of the PMO, which is why the PMO must be present. Who better than him can monitor internal changes (mergers, reorganizations, acquisitions, strategic initiatives,...) and monitor new opportunities in order to know the best tools and processes? Who is more empowered than the PMO to deal with requests external to the project and discover the needs for new skills or new processes?
In addition, although the project manager is present, the organization may decide to establish a PMO. Several reasons may be at the base of this strategic choice:
In summary, the goals of a PMO can coincide with those of a project manager. This is especially the case when both seek to successfully complete projects on time and within established costs. This is also the case when they need to report the monitoring KPIs and the progress rate or their obligation to respect and integrate the processes.
However, where the project manager will seek to monitor the achievement of objectives in a concrete way on the ground, the PMO must ensure that the projects follow the company's strategy. It gives itself a little more perspective and plays a harmonizing role. This allows him to be the coach of project managers to be by their side and help them.
And it works because a recent study conducted in France showed that with a PMO, projects are cheaper, are better aligned with the company's strategy, and succeed more often and more quickly. On the other hand, customers are more satisfied through productivity, governance, and communication.
To dig deeper into the subject, go to our article “Why set up a PMO?”
Between the PMO and the various project managers, there must be clear and permanent communication. The PMO is supposed to be the conductor. It therefore works in synergy with project managers to check the coherence of projects and support project managers in the smooth running of projects.
The role of the PMO is not fixed and can vary from one structure to another. Also, interactions may vary slightly depending on the type of PMO the organization has. The latter can also decide to change its PMO according to its needs.
To go further, read our best practices on how to set up a PMO.
Within the organization, the PMO has certain responsibilities. This is why a good PMO must develop certain specific skills in order to successfully carry out its mission:
It is now accepted that the PMO has a major role to play in the implementation of project management methodology within organizations. Its coordination of projects with the organization's strategy is essential.
Even if its functions are still little known if we make a small comparison with Anglo-Saxon models, the trend is towards a generalization of the role of the PMO in organizations.
This augurs better project efficiency and better satisfaction for all stakeholders. Better still, it will improve relationships between the PMO and project managers; two positions with similar technical skills, but which are in no way competing.
