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PMOs: Projects in Harmony |
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Increasingly, IT executives face initiatives like e-business, customer relationship management (CRM), and supply chain integration that demand close tracking of resources, dependencies, and risks across the plethora of projects spawned by IT groups and lines of business (LOBs). While PMOs waned in the mid-1980's, Y2K efforts have sparked a renewed interest at the highest corporate levels. The effectiveness of these PMOs has varied widely, but a pattern of maturity has emerged that gives IT executives insight into exploitation strategies.
Our research shows that over 55% of IT organizations have plans to transition their Y2K PMOs into permanent PMOs for supporting their mounting mega-projects. While many organizations are targeting an enterprise-wide PMO, less than 5% of IT organizations have actually deployed resources to do so. Our research also shows that the range of effectiveness (as measured by on-time, on-budget, on-quality products) for PMOs varies as much as 15 to 1. Over 30% of projects are cancelled while less than 20% are successful as defined by schedule, cost, and quality parameters. During 2000-2002, as IT organizations realize increasing value from key program management practices, PMOs will advance in maturity. Please login/register to read the entire article.
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