The value a PMO brings to an organisation tends to be viewed differently depending on its function and positional perspective. This CofEe club discussed how the current level of demand for change impacts the 'ideal' PMO for any organisation and how a PMO may evolve to provide greater value, while considering different perspectives.
The 36th Centre of Excellence meeting was held at Aviva's headquarters in St Helen's, Undershaft and had as its theme was "The evolution of the PMO".
Aviva plc is a British multinational insurance company headquartered in London, United Kingdom. It has around 34 million customers across 16 countries. In the UK, Aviva is the largest general insurer and a leading life and pensions provider. In addition, Aviva has a focus on five markets in Europe and, in Asia, the company is focused on the growth markets of China and South East Asia. Aviva is also the second largest general insurer in Canada.
Sometimes management seems to expect the PMO to act as a 'slave' to their desire for information and, through corporate risk management, security. However, the project delivery community seems to expect the PMO's function to be the provision of a range of services to them. Some PMOs seem to be pulled in different directions and have an unclear view of whose expectations they should be fulfilling and why. During this workshop we aimed for clarity on how commonly, and what causes, expectations to diverge.
Three workshops were held:
Workshop - The value of a bit of navel gazing
Workshop - Thoughtfulness in management
Workshop - To see ourselves as other see us Robbie Burns 1786
"The classic training model, taking individuals out of the business to sit in a classroom for a week at a time, was not going to work for us. But at the same time, we knew we needed to raise our game in managing change. I have to say, your people are brilliant!"