(Summarized from my own experience)
PMO is like an operating system, project groups 1...N are like processes (open multiple software), project tasks are like threads, and project team members are like CPUs (workers). CPU resources are limited. Shared, the CPU switches between multiple threads. How to ensure the normal operation of each process depends on the scheduling level of the operating system.
Key points:
1. There is a PMO organization ( click to view the introduction ), the team leader is the general manager, and the members are the managers of each department. They can deploy company resources to make each department have a consistent understanding of the project. It takes advantage of the project-based architecture and solves the project-based The shortcomings of the organizational structure.
2. The project team needs to include non-technical employees such as business. The project members come from different departments, but during the execution of the project, they will be arranged by the project manager. The successful completion of the project is inseparable from the mutual cooperation between pre-sales and after-sales implementation, and non-technical employees such as the market must be tied to the same line of interest.
3. Set up project assessment, and the project assessment of different department members belongs to the project manager.
4. PMO monitors the rights of project managers, evaluates project managers, solves resource problems for project managers, prevents project managers from grabbing resources, and prevents resource waste and unreasonable allocation.
5. From an overall point of view, it belongs to the PMO+ project type or the PMO+ strong matrix type. ( Click to view the introduction of each organization structure )