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PMOver
Alison Hueber and Jim Schroer (April 21, 2008)

As organizations continue to struggle to achieve program success, the traditional PMO must be transformed into a Results Management Office that offers not only the day-to-day management needed to make ends meet, but also the strategic guidance, technical know-how and people focus required to achieve lasting results.

The Results Management Office (RMO) offers a new approach, extending the traditional PMO role to better achieve program objectives. An RMO understands the organization’s objectives and aligns the program’s objectives accordingly; incorporates program-specific or domain knowledge to better integrate its various components, and emphasizes the importance of organization dynamics and human factors in achieving program objectives. In addition, the RMO can more effectively manage traditional PMO activities, including risk, schedule, cost and scope.

As organizations continue to struggle to achieve program objectives, the RMO can offer not only the day-to-day management needed to make ends meet, but also the strategic guidance, technical know-how and people-focus required to achieve lasting results.

What’s Not Working

A CIO magazine article (“Federal IT Flunks Out,” July 15, 2007) describes “serious management flaws” across federal IT projects.

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