Gartner Research

Free Your PMO to Be the Accelerator for Change, Not the Brake

Published: 08 October 2013

ID: G00255683

Analyst(s): Stewart Buchanan , Lars Mieritz


An immature project management office quickly becomes self-defeating when process compliance is prioritized over business outcomes. PMO leaders cannot afford to be seen as preventing business change or they risk being bypassed by unsatisfied business demand for change.

Table Of Contents
  • Impacts


Impacts and Recommendations

  • The leader of an immature PMO will struggle to meet business demand for change if its processes simply enforce resource constraints, such as the size of the PMO, its inexperience and skills gaps, despite the availability of qualified external help
  • PMO leaders who recognize change fatigue and corporate inertia as barriers to change, risk overlooking the real underlying reasons, creating an "us and them" culture that generates greater fear of and resistance to change
  • By rationing change within the narrow focus of capital investment or change budgets, PMO leaders will struggle to optimize the outcome of all forms of enterprise spending

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