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Abstract
This paper discusses the external affairs of Project Management Offices instead of focusing on the internals. The article was initiated by the "AtekPC Project Management Office" [1] , Most of the obstacles to establishing a PMO are beyond the CIO and PMO Manager's control. There are external factors within the enterprise that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program Manager can manage external relations from diplomatic, marketing, public relations, international relations, corporate culture and political perspectives. This involves cooperation between the PMO and other entities in or outside the enterprise, to facilitate a successfully organizational integration.
Introduction
By reading the case studies in the "AtekPC Project Management Office" [1], we see a lot of headaches for the CIO when implementation a PMO in the enterprise. Regardless of the technical challenges during the implementation, the core of the problems seems to be that the PMO is lacking organization support, from the top to the bottom. There is not enough executive stakeholder support; there is no visibility of the program; there is a conflict of interests within departments; people are reluctant to change the ways they have been doing things. This paper is going to provide some high level suggestions to improve external relations for the PMO.
Problems Identification
After an in depth study
Achieve PMO Success
Key Ingredients for PMO Success.
Learn More - Free White Paper. www.Innotas.com | Set up an Enterprise PMO
Rebrandable and customizable PMO processes, templates and dashboards www.botinternational.com | Online Project Management
Project Planning & Resource Mgmt.
Software. Free Trial & Demo Here! www.Tenrox.com/Free_Demo | Project Management Office
Free articles, resources, tools and practical advice for your PMO. www.ProjectsAtWork.com |
Abstract
This paper discusses the external affairs of Project Management Offices instead of focusing on the internals. The article was initiated by the "AtekPC Project Management Office" [1] , Most of the obstacles to establishing a PMO are beyond the CIO and PMO Manager's control. There are external factors within the enterprise that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program Manager can manage external relations from diplomatic, marketing, public relations, international relations, corporate culture and political perspectives. This involves cooperation between the PMO and other entities in or outside the enterprise, to facilitate a successfully organizational integration.
Introduction
By reading the case studies in the "AtekPC Project Management Office" [1], we see a lot of headaches for the CIO when implementation a PMO in the enterprise. Regardless of the technical challenges during the implementation, the core of the problems seems to be that the PMO is lacking organization support, from the top to the bottom. There is not enough executive stakeholder support; there is no visibility of the program; there is a conflict of interests within departments; people are reluctant to change the ways they have been doing things. This paper is going to provide some high level suggestions to improve external relations for the PMO.
Problems Identification
After an in depth study