SPONSORS

SPONSORS

PMOs of Today and Tomorrow

 

SECOND EDITION

Darrel G. Hubbard, PE

President, D.G.Hubbard Enterprises, LLC   

and

Dennis L. Bolles, PMP

President, DLB Associates, LLC

USA

________________________________________________________________________

 

INTRODUCTION

The PMO of yesterday never was, the PMO of today is not, and the PMO of tomorrow never will be just an “office.” The PMO is, was, and will continue to be a functional “organization” for the business management of projects, project-programs, and project-portfolios, which is a Project Management Organization (Hubbard & Bolles 2014).

Today, the deployment of a Project/Project-Program/Project-Portfolio Management Organization (“PMO”) has become a key business, management, and organizational function at an enterprise’s executive-level and at a business-unit’s executive-level, for successfully achieving desired business results in the enterprise’s management of its projects, project-programs, and project-portfolios.

However, Hubbard and Bolles’ PMO case studies (Bolles & Hubbard 2012 and 2015) and research by others (Hobbs & Aubry 2010) indicate that: 1) No single view of the Project Management discipline, or a single form of an associated PMO implementation exists, which will allow any enterprise to solve the larger issues presented when managing projects to achieve business benefits, value, and profits; 2) PMOs in different industries, different regions, similar sized enterprises, or in private or public enterprises do not vary systemically in the manner in which they are structured or the functional roles they fulfill; and 3) The organizational structure and the functional roles employed by a PMO are driven by the enterprise’s political and organizational context.

This research also led the co-author’s to develop and publish a set of PMO Frameworks and Models (Hubbard & Bolles 2014) that reflect the PMOs being employed by some enterprises today, and which can, and will, benefit many enterprises tomorrow.

STRUCTURING, TYPES, and FUNCTIONING of PMOs

The co-author’s ongoing search of the project and business management literature identified issues causing confusion when communicating about PMOs and in understanding PMO structuring, positioning, functioning, and use within an enterprise

Structuring and Organizing in Business

Minimizing miscommunication regarding PMOs requires establishing a mutual understanding of some commonly used terms related to organizational management and structuring of PMOs within a business enterprise. Therefore, having a definition of management, organization, structure, functional organization, business unit, and division – as presented below in a project business management context – improves communication concerning PMOs with the management of an enterprise and project management practitioners.

Management is used in three different contexts. “Management,” as an action, is the organizing and coordinating of the activities, organizations, personnel, and materiel of a business, or a unit of the business, in order to achieve the defined strategic initiatives and business objectives of the enterprise. While “management,” as a process, consists of the interlacing functions of creating corporate policy, vision, and mission and then organizing, planning, monitoring, controlling, and directing the enterprise’s resources in order to achieve the objectives of that vision and mission. In addition, “management,” as personnel, are those directors, executives, and managers with the authority and responsibility to make decisions for the enterprise, to administer the business of the enterprise, and to manage each organization within the enterprise.

More…

To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 9th annual University of Texas at Dallas Project Management Symposium in Richardson, Texas, USA in August 2015. It is republished here with the permission of the authors and conference organizers.

 


 

About the Authors

dennis bollesDennis L. Bolles, PMP

DLB Associates, LLC
Michigan, USA

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Dennis Bolles, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as a member of the PMI Virtual Community of Practice Advisory Group (VCAG) advising the Manager of Community Development on future program enhancements and initiatives that would increase the value of PMI’s Communities of Practice and further develop their leadership to mature their communities. He was the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015.

He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the PBMconcepts website at http://www.pbmconcepts.com/ for information about current and future book projects.

To see more works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/dennis-bolles/

 

darrel g hubbard

Darrel G. Hubbard

D.G.Hubbard Enterprises, LLC
California, USA

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Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015.

He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit the PBMconcepts website at http://www.pbmconcepts.com/ for information about current and future book projects.

To see more works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/