Strategies for Highly Effective PMOs
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The Project Management Office (PMO) is responsible for enabling the decision-making process; verifying and reporting progress; and facilitating communication across the Engineering, Procurement and Construction (EPC), Project Management Contract (PMC), and Owner Operator (OO). This white paper provides strategies utilized by high performing and maturing PMOs to accomplish these goals.
“In addition to asking the right questions, the PMO needs to answer the right questions. By understanding the concerns of the stakeholders and anticipating the information they need to make decisions, the PMO can stay ahead of the curve and develop metrics to support those decisions.”
The start of a new project is a testimony to optimism and resilience. The odds of delivering on-time and within budget projects are not in our favor. A study by Accenture shows that only 30 percent of projects are delivered on budget while only 15 percent are on time. Yet buildings must be built, tunnels must be dug, rail must be laid, and products must be produced. The Project Management Office (PMO) is both the strongest advocate for and the best cynic against project success. With the right strategies, the PMO can provide the right information in the right way at the right time to minimize surprises and help beat the odds.