The Project Management Office（项目管理办公室）.pdf

The Project Management Office WHITE PAPER The Project Management Office In Sync with Strategy The project management office (PMO) is easing its way into the mainstream. Yet to be truly effective, PMOs must reflect the organizational culture and strategy—or risk being dismissed as an unnecessary layer of bureaucracy. Those within the profession see a clear ROI and are increasingly implementing PMOs. The State of the PMO 2010 survey of PMO leaders and other project professionals found that 84 percent of organizations currently have one—a jump of 36 percent from 2000.i Companies that have made the leap are reaping benefits. Organizations with a PMO report significantly more projects coming in on time, on budget and meeting intended goals and business intent compared to those without a PMO, according to PMI’s 2011 Pulse of the Profession Survey.ii The State of the PMO 2010 says PMOs help: ■ Reduce failed projects ■ Deliver projects under budget ■ Improve productivity ■ Deliver projects ahead of schedule ■ Increase cost savings “Not taking advantage of PMO value can be an expensive way to operate,” says Michael Cooch, director of global portfolio and program management propositions, PricewaterhouseCoopers, London, England. And that view is expanding beyond the project management community. “It is not just the PMO practitioners that are talking about PMOs—it is everyone seeing that there is something there,” Mr. Cooch explains. Unfortunately, not everyone is clear on the benefits: In The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training, 60 percent of respondents reported that the value of their PMO had been questioned.iii This disconnect can be caused by a number of factors, from structural problems to inadequate metrics to lack of executive support. To secure the buy-in support needed to survive and thrive, PMOs must be always be aligned with organizational strategy—no matter how