Here’s a typical conversation from a manager to an exec:
Manager: “I need 2 more project managers”
Exec: “How do you know?”
Manager: “Because my PMs are overloaded. They tell me they’re really busy and can’t handle the workload.”
Exec: “So, how overloaded?”
Manager: “REALLY overloaded.”
Exec: “Prove it!”
Oops – all the manager has is anecdotal evidence from his or her overloaded PMs. They say they’re overwhelmed, but the manager doesn’t really know by how much, and therefor doesn’t know how many PMs they really need to hire.
Same thing with bringing on new projects. A new project request comes in, and the PMO Director tells the CIO they’re already overwhelmed and can’t take on new work. How do you know? Where’s the evidence?
Earlier this month, I had the privilege of attending and presenting to the inaugural PMO Symposium, presented by the PMO Special Interest Group (PMOSIG) of PMI. This turned out to be an extremely valuable event, with presentations that included some great academic research on PMOs, case studies from successful and challenging PMO situations, and some cutting edge theory. The latter category included my presentation on Comprehensive Resource Management, which played to a packed house and received rave reviews (at least at the bar later 
I was also asked to sit on a presenter’s panel where four of us were peppered with great questions from the general audience.
Some highlights, at least from this attendee’s perspective.
I was speaking at a SIM (Society for Information Management) event the other night, when the question came up “What’s the most common mistake you see PMOs making?”. A great question, and a really great blog topic! At EffectiveIT Group, we encounter several PMOs a month, and so we have ample opportunity to see the good, the bad, and the ugly of PMOs.
