{"id":783,"date":"2012-04-26T17:33:19","date_gmt":"2012-04-26T17:33:19","guid":{"rendered":"https:\/\/portfolio-perspectives.planview.com\/?p=1540"},"modified":"2017-12-11T16:01:27","modified_gmt":"2017-12-11T22:01:27","slug":"more-relevant-pmo","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/more-relevant-pmo\/","title":{"rendered":"A Seat at the Table\u2014Making Your PMO More Relevant in Time of Change"},"content":{"rendered":"

At the PMO Symposium in Orlando several months ago, Planview’s Expert-in-Residence Terry Doerscher and I discussed a number of topics that seemed to permeate the conference. There were a number of sessions decrying the lack of PMO focus on value and benefits<\/a>. And several sessions spoke of the growing trend toward lean and adaptive methodologies, and how the PMO can best accommodate and nurture them. There were even a few sessions on organizational adoption and culture change — mine being one of them, and Terry\u2019s being another — and the measurement of these often-forgotten factors. Read on to learn about making your PMO more relevant in times of change.\u00a0<\/p>\n

Terry and I agreed that, in a sense, all of these topics were about change — how to manage it<\/strong>, how to anticipate it<\/strong>, and how to leverage it<\/strong>. In that regard, we began to think of the PMO as a “change management office.” This, we surmised, would make the PMO a crucial and indisputable partner in any organization’s leadership circle.<\/p>\n

In such an environment, the PMO’s role would be threefold:<\/p>\n