>> Control center PMO
Many companies have invested heavily in project management in recent years. Employees have been trained, certifications acquired, processes standardized, and IT systems introduced. PMOs have also been established to coordinate projects and secure project work.
Nevertheless, the big breakthrough often failed to materialize. Projects did not automatically become more successful, decisions took longer, the amount of documentation required increased, and dissatisfaction within the teams grew. The result: delays, additional work, rising costs, and dissatisfied customers.
House of PM's experience shows that many PMOs are either heavily implementation-oriented or get lost in the administration of methods and tools. What is missing is a clear role in the corporate decision-making process.
A modern PMO therefore takes on the role of project architect. It not only ensures that projects are implemented “correctly,” but above all that the “right” projects are selected. It thus actively contributes to the implementation of the corporate strategy.
Three service components are crucial for a PMO to fulfill its role as project architect:
Strategic evaluation of project ideas Projects are evaluated based on relevant criteria such as customers, costs, competition, and regulatory requirements. This makes it clear early on which projects actually support the company's goals.
Analysis of organizational implementation capability
The PMO checks whether the organization is capable of successfully managing complex projects. This allows priorities to be set more clearly and prevents excessive demands.
Provision of valid project planning parameters
Project managers benefit from a sound knowledge base derived from completed projects. They receive early estimates of duration, budget, and risks—and don't have to “reinvent the wheel” for every project.
The benefits for businesses
A PMO that acts as a project architect and is directly linked to company management provides companies with clear competitive advantages:
Fewer projects, but better selected and more carefully planned ones
Faster and more informed decisions about starting, stopping, or adjusting projects
Greater transparency regarding the strengths and weaknesses of your own organization
Relieving the burden on project managers through clear guidance and valid empirical values
Sustainably higher success rates for projects
Conclusion
The modern PMO is more than just a guardian of standards. As a project architect, it becomes a real control center for corporate development. Companies that consistently assign their PMOs this role not only increase the likelihood of success for individual projects, but also strengthen their entire organization.
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