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Home > PPM > Features
A new survey finds the ‘P’ in PMO isn’t limited to projects, programs or portfolios as more PMOs move into a range of other management services, from strategy to budgeting.
It’s not your parents' PMO. It’s probably not even yours from five years ago.
The scope and influence of today’s project, program and portfolio Management Offices has moved well beyond project management and now holds responsibility for a broad range of business management services, a new industry-wide survey of 455 PMOs has found.
The survey, commissioned by Austin-based Planview and conducted by OpenSky Research, discovered the PMO has become a "centralized hub for integrating general business management processes and enabling the free flow of information across the organization."
Only a minority of respondents, 39 percent, were still focusing on just the project portfolio. The rest reported engaging in a wider scope of responsibilities that included all planned work and comprehensive management, from process improvement and business planning — 82 percent and 68 percent respectively — to IT service and application management.
"That was great to see,” says Terry Doerscher, Planview's chief process architect and a vocal evangelist for what he describes as PMO 2.0, or the evolution of the PMO as a full-service business management center.
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