With The Value Of Projects In Australia Now Exceeding $830 Billion, The Success Of The Country’s PMOs Will Have Lasting Effects
Sydney, Australia – August 2011 – Leading Australian project services firm, PM-Partners group, today announced that it is conducting Australia’s first Project Management Office (PMO) Trend Survey.
A Project Management Office allows organisations to centralise control of projects and business processes to improve project outcomes and drive strategic changes. But there is little hard research demonstrating how successful PMOs have been in achieving these objectives in Australia, said Pete Swan, Director of PM-Partners group.
Nonetheless, up to 80% of large organisations have either established a Project Management Office – or are in the process of evolving one.
“A PMO used to essentially be responsible for methodology but now it’s required to manage supply and demand across the organisation,” said Swan. “PMOs come in many forms and use different names, sometimes to avoid the stigma of the process police, making it even more important to know where your PMO adds value.”
Operating a PMO, however, is an organisational discipline and not a corporate mandate (such as OH&S). “It’s a discipline that is quite often ignored,” he said. “When times are tough, organisations cut back on quality-based disciplines like project management. Unfortunately, that is the worst time to start cutting corners even if it seems like an easy cost cutting target.”
With the value of projects in Australia jumping by almost 8.5% in the last quarter to more than $830 billion, according to the Deloitte Access Economics Investment Monitor, the success of the country’s PMOs will have lasting effects.
“Now is not the time for complacency,” said Swan. “With a multi-speed and highly volatile economy organisations continue to push for competitive advantage, so the PMO must change to maintain its relevance and value.”
By surveying Australia’s pre-eminent PMO managers and thought leaders, the PM-Partners 2011 PMO Trend Survey will determine:
- The number, type and size of PMOs operated by organisations;
- The success of PMOs in improving project outcomes;
- The strategic value delivered by PMOs to organisations;
- Services offered by PMOs;
- Challenges faced by PMOs in meeting expectations; and
- The future capabilities required of PMOs.