I was in the audience at our recent “Business Process & Application Delivery Forum” for the track session “Using The Next-Generation PMO To Promote Innovation,” which was delivered by Margo Visitacion. The premise of the session was that leading-edge PMOs (project management offices) are evolving to a more strategic role, focused on portfolio management of business investment rather than just IT projects or programs.
I know this phenomenon is real because I, too, have talked with multiple Forrester clients, PMO leaders, who have elevated the mission of their PMO to this level -- often to the extent that they no longer report into the CIO but are outside IT, reporting into a business exec like the COO or CEO. In so doing, they have refocused their efforts on everything from guiding business leaders through building a business case for the investments they want to make, to guiding decision-makers through selection from the portfolio of investment proposals, to tracking benefits realization and ROI after the fact. PMOs with this kind of business-focused, strategic mission have greater business impact and are often close partners with executives leading their firm.