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For many companies, the role of the PMO seems like an enigma. Sure, everyone knows that PMOs exist to streamline project operations so time and money aren't wasted, but what do they actually do? Failure to answer this question has led many companies to question the value of the PMO in the years after its establishment. However, the burden of proof is on the PMO -- not the executives -- and let's face it, many have not risen to the occasion to concretely demonstrate success.
"It takes two to tango." Ronald Reagan said this of the contentious relationship between the United States and the Soviet Union in the final stages of the Cold War. Unfortunately, this also applies to executives and project management offices. At times, it seems they are destined to face off against each other, but this should not be the case. In reality, when PMOs are properly implemented, executives can rely on them to enchance their chances for success, and vice versa...
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