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Want a PMO? Try Vanilla
Lisa DiTullio (November 8, 2007)

Project management does not need to be complex or complicated to offer value to an organization. In fact, keeping it simple can be a critical factor in developing a project management competency that, over time, becomes part of the organizational culture. And a project management office can be the conduit to make it happen. The PMO director of Harvard Pilgrim Health Care shares her organization’s story.

Profitability … success … customer loyalty. These are words often used to describe bottom-line goals for business organizations. At Harvard Pilgrim Health Care (HPHC), a Boston-based health insurance plan with more than one million members, these words are accompanied by others: understandable, timely, accurate, responsive, reliable and predictable. However, when it comes time for organizations to execute on the business plan, too often we hear delay, restart, over budget, under-resourced and cancel.

How can an organization get better at delivering on its goals and objectives? One way is to establish a strategic, enterprise-wide Project Management Office (PMO) model. If properly managed, a PMO can successfully support tactical execution of a strategic vision -— and a whole lot more.

Whether your organization is in crisis or simply desires to remain competitive, your business plan requires multiple phases over periods of time.

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September 2010:

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