Denise Hatzidakis, ChenTech, a ChenMed Company, Chief Technology Officer
What I Need From a PMO Is Not to Have One
- Select a PM who has an objective view, someone who can get totally in the weeds on details but who can step back and take a holistic view.
- Select PMs who have excellent people skills, who can build cross-team or cross-group collaboration, and who can provide leadership by influence.
- Select PMs who can develop a deep understanding of what the project is about and who can sniff out something that doesn’t smell right.
- Select PMs not just to manage projects but to facilitate the organization’s growth and ability to adapt so that the project work becomes totally integrated with the business.
“I need total enterprise visibility. To achieve that, I rely on
the PM to be my single source of truth for what’s really
going on in his or her portfolio.”
Being agile, both in the methodologies you use to manage a process and the mindset you need to make Agile happen, is changing the role of the traditional Project Management Office (PMO). With self-organizing teams, scrum boards anyone in the organization can see at any time, and regular stand-ups where people share information and set priorities, the idea of a
PMO running around collecting everyone’s status, and then reporting it makes little sense. Visibility is becoming an innate part of the process
This is an excerpt from What IT Execs Want Most From Project Managers. The eBook was generously sponsored by Workfront.
