Project Management Office and Organisational Structure Essay

Project Management Office and Organisational Structure Essay

In most organizations, to ensure the maximization of the Program/portfolio management, there is the need to ensure a suitable and sustainable environment which is integral in creation of an efficient communicational channel within the organization. (Maizlish & Handler 2013:p.32) In consideration of this fact, the entire organization must establish an organizational structure that is to be used for each and every project.

The project/portfolio management office is influential in defining the scope and managing business opportunities that arise in new markets. (Maizlish & Handler 2013: p.69)This structure is also important in integration of the required resources that are used in the implementation of key business strategies. (Soyka, 2012: p.17)

To maximize and sustain the gains of project /portfolio management, the organizational structure must be designed in consideration of factors such as the mission of the project, the available support for the project, maturity of the portfolio in terms of viability and the criteria for measuring the success of the project or failure. (Tan & Theodorou, 2009:p.48).

To maximize the value of the PMO, there is the need for sponsors who have belief in the success of the PMO. The value of the program portfolio office is based on the attachment of the sponsors of the project. Phillips & Phillips (2015) Posit that however much the sponsorship could be, the attachment and belief that one has towards the project/portfolio office will determine the relevance of the whole process.

Organizations are expected to establish ways through which the members can be made aware of the value of the portfolio management office. (Tan & Theodorou, 2009: p.51). When the whole organization develops an understanding of their expectations towards the project and even their expected contribution, then it is easier to implement the strategies that may arise from the project/portfolio office.

In addition, to maximize the relevance of the PMO’s to every organization, the management is required to ensure that the projects are followed to completion. These managers are expected to review the project portfolio management office as an integral part of the organizational structure. John (2013) argues that the projects that are designed for the portfolio office have to be accomplished for the PMO to be relevant to the organization. ( Maizlish & Handler 2013:p.10)

Tan & Theodorou (2009) discuss that exploitation of the full benefits of the PMO requires that the managers ensure that they follow through with the whole processes involved in the Project/portfolio management office. They further add that there should be careful consideration of the manner in which changes are introduced. The managers have to find new ways of introducing the changes in line with the functionality of the project /portfolio office.

Considerations should be made whether the changes would influence the PMO positively or negatively (Mello 2006:p.15) Organizations can reap the full benefits of the PMO’s by ensuring that the business strategies are in agreement with the concepts presented by the PMO. This would lead to an integrated approach which would have the advantage of the combination. (Soyka, 2012:p.78)

Reference List

Maizlish, B., & Handler, R. (2013). It (information technology) portfolio management step-by-step unlocking the business value of technology. Hoboken, N.J., Wiley. Web.

Mello, S. (2006). Value innovation portfolio management: Achieving double-digit growth through customer value. Ft. Lauderdale, FL, J. Ross Pub.

Phillips, J. J & Phillips, P. P. (2015). Maximizing the Value of Consulting: A guide for internal and external consultants.

Soyka, P. A. (2012). Creating a sustainable organization: approaches for enhancing corporate value through sustainability. Upper Saddle River, N.J., FT Press.

Tan, A. W. K., & Theodorou, P. (2009). Strategic Information Technology and Portfolio Management. Hershey, PA, Information Science Reference.

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