|
The "organization and structure" function along the PMO competency continuum provides project management capability by establishing an efficient and effective organizational alignment and project team structure that (a) facilitates business and professional interactions among stakeholders and (b) presents sufficient project team and PMO representation within the relevant organization.
Table 7.1 presents an overview of the range of prescribed PMO organization and structure activities according to each level in the PMO competency continuum.
Project Office | Basic PMO | Standard PMO | Advanced PMO | Center of Excellence |
---|---|---|---|---|
Manage the preferred project team structure | Establish essential project roles and relationships
| Introduce project management structure
| Expand project management and business alignment
| Review and analyze project organization and structure
|
The project office uses established organizational guidance to align and structure the project team to achieve project objectives. The project office itself represents the first level of organizational alignment and structure above the individual project team member.
Mid-range PMO levels take on a progressively more active role in (a) specifying organizational alignment and structure of project managers and project teams and (b) defining the relationships of project teams to each other, to the PMO, and to the relevant organization. In general, project team alignment with the PMO is pursued through increasing levels of PMO competency. As well, the mid-range PMO will normally seek to progressively expand its business role and recognition as a business unit in its alignment within the relevant organization.
The center of excellence conducts analyses and examinations of the project team structure and alignment within the relevant organization. It is continuous in its efforts to establish the project team and PMO structure and alignment that will maximize capability in the project management environment.
The PMO "organization and structure" function is significantly influenced by organizational culture and established business and operating procedures. This PMO function model suggests that ultimately establishing the PMO as an integral business unit having broad influence over project management policies and direction will increase overall project management capability and maturity within the relevant organization. However, it is the PMO's responsibility to demonstrate the business effectiveness that warrants such business alignment.
The PMO "organization and structure" function is likely to be achieved in conjunction with other PMO functions. Prominently, project team alignment and structure issues will be affected by the activities of the PMO's "resource management" function (see Chapter 9), and vice versa. Relevant organizational interest in any of the PMO functions under the "business alignment" category (see Chapter 17 to Chapter 20) will likewise influence PMO alignment and structure, as those functions represent a distinct focus on business and project management integration activities. However, it is the business objectives and authority established in the PMO charter (see PMO "project governance" function, Chapter 5) that will guide the PMO's ability to influence organization and structure activities within the relevant organization.
|