About this Session
An old Italian proverb says that “The world in half to buy and half to sell”(1) and business relationships or better buyer-seller relationships strongly impact the world of project management.
The first message for the audience is that whatever is the “side” you play the game from, you must be aware of your position and interpret project management consequently: a project is finally a network of projects linked by procurement relationships, each with its Charter and Project Manager assigned (we observe more Project Managers for one project). -PMOs move consequently. PMOs of Owner Organization, as Adrian Taggart calls large buyers, are absolutely different from PMOs of Supplier Organizations. SOs have often to adapt to buyers’ PMOs and follow their methodology, phases, and reporting practices.
Suppliers must handle several frameworks and methodologies: learning “how we do Project management” is not enough. For OOs PMOs are more directive. So, the second message for the audience is that the role of organizations in business relationships is a dimension: PMOs are different when they are part of either OOs or SOs. -Project success critical factor all PMO Managers should be aware of: harmonize project management practices of OOs and SOs (see PM Square methodology)
- Owner Organizations and supplier Organizations in Project Management -> Sources: Lehmann (Germany), A.Taggart (writer of a book on OO-SO), Procurements Knowledge Area of PMBOK,
- Why a Supplier Organization wants a PMO: the challenges of a Supplier Organization
- Different configuration for PMOs at Supplier Organizations side (the configuration is presented in alignment with the functions of a PMO of Aubrey / PMOGA)
- The problem of internal costs of a PMO (stronger in Supplier Organization)
- What Owner Organizations must look for in supplier Organizations about Project Management: open discussions about methodologies and performance measurement must be welcome
- Conclusions -> proposal to include this dimension in future research