Risk Management And The Project Management Office

Establishing a project management office can be a boost to the various ongoing projects in an organization. Their main mission is to assist how projects are managed. Think of them as the project police. They watch projects to inject the organization’s project methodology and follow the corporate mantra. As with any entity, there are advantages and disadvantages to having a project management office, and recognizing the risks can make a difference in project success.

Even though a project management office is a good idea, it may contain project managers who have little experience in leading projects. This is where a solid training course in PMP CBT training is the best answer available. A combination of experience and knowledge is what a project requires. PMP project management training takes care of the knowledge part, with the training adhering to and following the Project Management Book of Knowledge. K Alliance is a fine source of project management training, along with business soft skills and other notable training.

As projects require some sort of change and change management, a project management office has to be flexible and add changes to their methodology and way of thinking if they plan to remain in the minds of their customers. The best form of advertisement is a happy and content customer and user. Remaining rigid and hard core in a methodology can lead to project failure if projects do not change with the times and technology.

Even though the project management office can assist in training project managers, it can be a two edged sword when project managers seek the office to solve all of their problems and decisions. The manager must learn how to make the decisions of risk management, change management, and locate the problem in the project that are sure to arise as development is conducted.

While a project management office may detail the responsibilities at the beginning of the project, there are always project problems and situations that require user customizations. By remaining stedfast and unyielding in the defined roles, a project may not meet the customer’s desires. This also relates to a cookie cutter approach. What worked for one particular project does not translate over to the next project. Each one has its own inherent demands, and project managers even have their own style and plan of attack when conducting a project.

Project managers want to know they have complete ownership in their projects. By detailing a project to less experienced project managers in the office can create a level of strife. This can also related to the team members, as they see no reason to hold themselves responsible for certain tasks in a project.

A project management office can micromanage too much when insisting on the utilization of certain technology, especially when there are other methods better suited to accomplish the project tasks. This relates back to the one size fits all, cookie cutter mentality.

Depending on the size of the organization, and the number of ongoing projects, a project management office may be an unnecessary entity. The hope and desire of a project management office is to save finances and time in project development and deployment. If the cost of operating a project management office is greater than the savings in project construction, quality, and completion, possessing the office has no value.

The project management office can also set expectations that are unrealistic and unattainable. The scope and successful completion of a project ultimately lies with the project manager leading the project and the team assigned to the project. The main scope of the project management office is to bring a measure of overall efficiency and optimization in the process of project methodology. Each project has its own life that must be managed on a separate basis.

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