The Project Management Office (PMO)

A Quest for Understanding

Monique Aubry, PhD, MPM, Brian Hobbs

• Publisher: Project Management Institute
• Year: 2010
• Print ISBN:
  9781933890975
• eBook ISBN:
  9781628251364
• Topic: Business
• Subtopic: Management
• Index: Business

Since project management offices began to appear in organizations over the last decade, project management practitioners and their organizations have been asking how to structure project management offices (PMOs) and what functions to assign them. In The Project Management Office (PMO): A Quest For Understanding, authors Brian Hobbs and Monique Aubry address these questions, providing a look at how PMOs exist today, and some clues about how and why they're changing. Of particular interest to practitioners, the authors address the roles that PMOs play in organizations, which provides valuable insights for better creating, structuring and governing PMOs. When designing a PMO, an organization has a variety of choices regarding the PMO's structure and role assignment. By providing a way to define PMOs by type, this research explores how to set up and define a PMO, depending upon the specific type of PMO The authors discuss the many bases for the types of PMOs, including structural characteristics and functions, and how these types affect the PMO's role in the organization.

CHAPTER ONE: INTRODUCTION

1.1 What is a PMO?

In recent years, many organizations have established PMOs. Dai and Wells (2004) showed that PMOs first started to become popular in 1994 and that the number of PMOs has been growing significantly since. Many books and articles on PMOs have been published in recent years, with the vast majority of the literature produced by practitioners and consultants promoting the implementation of PMOs. This literature is rational, self-evidently correct and normative, as is much of the project management literature (Williams, 2005).

Observations of PMOs in organizations contrast quite sharply with the image portrayed in the literature. The population of PMOs is characterized by very significant variation in:

• The structure of PMOs,
• The roles assumed by PMOs, and
• The perceived value of PMOs.

Prior to this research program, a reliable portrait of the population of PMOs was not available. In addition, an adequate explanation of the great variety of PMOs has yet to be found.

1.2 The Definition of a PMO

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) defines a PMO as:

An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to actually being responsible for the direct management of a project. (PMI, 2008a, p. 369)

This definition is very close to the definition the authors adopted during this investigation. It highlights that PMOs are organizational entities and that their mandates vary significantly from one organization to the next. It also highlights that the creation of a PMO involves the centralization of certain project management roles and responsibilities in this organizational entity (Marsh, 2000). However, this study makes a distinction between the multi-project PMO and the single-project PMO or “project office,” which has responsibility for the management of one large project. The PMBOK® Guide definition and much of the literature on PMOs include both, and both are important phenomena worthy of investigation. Multi-project PMOs and entities responsible for the management of a single project are quite different and can best be investigated separately. The scope of this investigation includes only PMOs with mandates that cover many projects or multi-project PMOs.

In part because of the great variety found among PMOs in different organizations, and in part because of the lack of both a consensus among practitioners and adequate descriptions in the literature, discussions on this topic tend to be characterized by diversity of opinion and confusion. Many people have been exposed to a limited number of PMOs and have concluded inappropriately that all PMOs are similar to the ones they have observed. The lack of consensus is understandable given that the PMO is a relatively recent phenomenon, that PMOs take on a great variety of forms and functions, and that there has been a lack of systematic investigation. This investigation employs this rather large definition of the PMO to capture the variety of form and function. For the purposes of this investigation, it is not necessary that the organizational entity be called a PMO.

1.3 A Model of the PMO

A description of a phenomenon as complex as PMOs is based either explicitly or implicitly on a model. “A research model is an instrument for linking theory with data in terms of functions, representation and learning” (Van de Ven, 2007, p. 144). The PMO model will serve to represent a portion of the reality of PMOs, what they are, and what they do. The model is a piece of knowledge that may contribute to a better understanding of the reality. The model defines what will be described and which characteristics are important to include. The model of a PMO and its context that is used in this research identifies the following five classes of variables. Figure 1.1 illustrates the model of a PMO and its context.

The description of the PMO is broken down into the following two classes of variables:

• Structural characteristics of the PMO
  A PMO is a complex multi-dimensional entity. The design of a new or modified PMO is based on a large number of design choices. Likewise, the description of an existing PMO is based on a large number of variables. These could be grouped into more detailed subclasses of variables, but in this preliminary model the descriptive characteristics of PMOs have not been structured into a more detailed model.
• Roles and functions
  PMOs fill many different roles or functions in different organizations.

The context in which the PMO operates is described in the following two classes of variables:

• Organizational context
  A PMO is not an isolated entity; rather, it is embedded in an organization, which in turn is embedded in a socioeconomic context. An understanding of the organizational context is key to understanding PMOs. The context could be modeled in more detail, but this has not been done in this preliminary model.
• Types of projects in the PMO's mandate
  Different types of projects are managed differently. This may have an impact on both the role and the structure of the PMO.

Organizational performance is very often the ultimate dependent variable in organizational studies. Considering both the performance of the PMO and its contribution to the performance of the organization is necessary.

• Perceived value or performance of the PMO
  The performance of the PMO can be conceptualized and measured in several ways. These include global measures of its value or its legitimacy, as well as measures of specific contributions to value.

In an exploratory study such as this, it is important to have a model that defines the borders of the object of study and serves as a basis for organizing the investigation and the data collection and treatment. The model should be open enough to allow the underlying structure to emerge from the analysis of the data and not to overly constrain the investigation of its results. This high-level preliminary model forms the basis for the empirical investigation of PMOs in their organizational context. The model will be enriched by the results of the research.

1.4 The Emergence of PMOs

The PMO is an important part of project management as it is currently practiced and is the focus of the research that is presented in this book. However, the emergence of the PMO is only a small part of important changes that have taken place during the last ten years in both the management of organizations and the professional field of project management. The PMO is not just another tool or technique in project management, it is part of the fundamental changes in the role of project management in organizations and the definition of what constitutes the field of project management.

Quite often during the last ten years, it has been observed that organizations are facing a new context characterized by increased competition, increased rates of product, service and process innovation, and an increasing emphasis on time to market. Organizations have responded to these challenges by developing new, more flexible organizational forms (Pettigrew, 2003) in which projects are both more numerous and more strategically important (Jamieson & Morris, 2004). As part of the response to the new challenges and as part of the movement to increase both the number and the strategic importance of projects, many organizations have implemented a new organizational entity, the most common name for which is the PMO. Dai and Wells (2004) showed that the number of organizations with PMOs has increased sharply since 1994, and Cosgrove Ware (2003) reported that “76% of the executives surveyed are saying they've created a PMO within the past three years.” The study by Thomas and Mullaly (2008) was based on an inventory of what organizations have implemented in recent years when implementing project management. They found that the PMO is often a central component of the implementation of project management. The PMO is clearly an important part of project management practice today.

An abundance of literature has emerged and continues to develop documenting and analyzing these organizational innovations. The special issue of the Scandinavian Management Journal, particularly the article on projectification by Midler (1995), and the special issue of the International Journal of Project Management reporting on the “Rethinking Project Management” initiative, particularly the papers by Maylor et al. (2006) on programmification and by Winter et al. (2006) on business projects, are early and later milestones in this stream of writings. Within this tradition, organizations¹ have been qualified as “project-based” (DeFillippi & Arthur, 1998; Lindkvist, 2004; Lundin & Söderholm, 1995; Thiry, 2006; Turner & Keegan, 2001; Whitley, 2006), “project-led” (Hobday, 2000), “project-intensive” (Söderlund & Bredin, 2006), and “project-oriented” (Gareis & Huemann, 2003).

During the last ten years, the field of project management has undergone a fundamental transformation parallel to the mutations that have taken place in organizations. Ten years ago, the field was focused almost exclusively on the “project.” The publication of the Organizational Project Management Maturity Model (OPM3®) (PMI, 2003, 2008b) marked the expansion of the field, which now encompasses “organizational project management,” which is defined as “the alignment and systematic management of projects, programs, and portfolios to achieve strategic organizational objectives” (PMI, 2008b). OPM3® divides the field of project management into three domains: project, program, and portfolio management, and the second edition adds “organizational enablers.” The field of project management can now be seen as covering four levels of analysis: project, program, portfolio, and organizational levels. The focus is clearly at the organizational level, not just the project level. The concept of “organizational project management” and the literature references above on “project-based organizations” are clearly situated at the organizational level of analysis. The PMO is also at the organizational level of analysis. The PMO can thus be conceptualized as being an element of organizational project management.

The concept of “organizational project management” originated in the project management practitioner community, where it has been accepted very quickly. It has taken very little effort to anchor the concept theoretically. Doing so is beyond the scope of this book, which specifically addresses empirical research on PMOs. However, it is important to anchor concepts in their theoretical domain. The concept of organizational project management is clearly in the domain of management generally and organization theory specifically. Aubry, Hobbs, and Thuillier (2007) made a contribution to the theoretical anchoring of the concept and defined organizational project management as a new sphere of management where dynamic structures in the firm are articulated as a means to implement corporate objectives through projects to maximize value. The theoretical anchoring of the PMO in organizational project management, and its methodological consequences, are developed further in Chapter 4.

1.5 PMOs in the Literature

Treatment of the PMO is relatively plentiful in the professional literature (Benko & McFarlan, 2003; Bridges & Crawford, 2001; Crawford, 2002; Dinsmore, 1999; Duggal, 2001; Kendall & Rollins, 2003). These texts deal principally with three themes: the justification of the PMO's existence, its roles and functions, and steps for its implementation. The topic has received very little treatment in the scientific literature.

PMOs are envisioned by some authors as playing an active role in specific functions. Huemann and Anbari (2007) pointed out that PMOs should be more involved in audit functions, particularly in learning from audits, and Huemann, Keegan, and Turner (2007) identified the PMO as a key actor in HR management in project-oriented organizations. The descriptions of PMOs in the literature are often summarized in typologies comprised of a small number of models. Dinsmore (1999) introduced an early typology of PMOs with four types, starting with a single-project entity, in which project management services are developed and used within this single project. The three other models in Dinsmore's typology are multi-project entities: project support office, project management center of excellence, and program management office. The Gartner Research Group's 2000 study (as cited in Kendall & Rollins, 2003) proposed one of the most influential typologies of PMOs. The Gartner Group typology is comprised of three types of PMOs: project repository, coach, and enterprise. Several authors have proposed typologies since the publication of the Gartner report, some of which explicitly referenced the earlier work. Table 1.1 presents some common typologies of PMOs described in the literature, identified only by their names.

Some of the typologies identify the single-project entity of “project office,” which is outside the scope of this study. Each of the typologies proposes two, three, or four multi-project PMOs, organized in an ascending hierarchy. Different authors used different properties to characterize the passage from one level to the next within their hierarchy. The following are among these properties:

• Staff functions or line functions with project managers included within the PMO
• Organizational scope: covering larger portions of the organization
• Level within the organizational hierarchy: from the lower operational level to the top level
• Influence and authority: from passive to supportive to enforcing standards to empowered
• Operational issues to strategic issues, often associated with a progression from project management to program and/or portfolio management
• Process-driven to business-driven
• Project management maturity of the organization
• Supportiveness of the organizational culture: from non-supportive to fully supportive

Each type presented in these typologies is a model of a PMO. Any model is a simplification and a reduction of the complexities of organizational reality. Models are very useful, even necessary, to support both research and practice. However, the reduction of all or even most multi-project PMOs to two, three, or four types is a radical reduction. This investigation does not use the models found in the literature as a starting point. The authors believe that it is useful and necessary to put these models aside and to investigate organizational reality directly to capture the diversity and the complexity of PMOs in practice.

1.6 The Origins and Goals of the Research

This book is the result of six years of research on PMOs. What began as a simple inquiry into the reality of PMOs has become an ongoing quest to understand a very complex org...

Table of contents

• Cover Page
• Title Page
• Copyright Page
• Acknowledgments
• Table of Contents
• List of Figures
• List of Tables
• Executive Summary
• Chapter One: Introduction
• Chapter Two: A Descriptive Portrait of PMOs
• Chapter Three: An Empirically Grounded Search for a Typology
• Chapter Four: The In-Depth Investigation of PMOs
• Chapter Five: The Process Side of PMOs
• Chapter Six: Conclusion
• Appendices
• References