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Transforming the Project Management Office into a Results Management Office



Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address stumbling blocks and move forward. Others falter miserably and are terminated. This white paper explores the current approach to Program Management Offices (PMOs), which have been the historical answer to avoiding program failure. It discusses some of the PMO’s shortcomings and offers a blueprint to rethink the role and responsibilities of the PMO to help address its limitations.

The Results Management Office (RMO) extends the traditional PMO role to better enable the achievement of program objectives. An RMO has clear and strong executive management support; understands the organization’s top objectives and aligns the program’s objectives accordingly; incorporates program-specific or domain knowledge; and emphasizes the importance of organization dynamics and human factors in achieving program objectives. In addition, the RMO can more effectively manage the traditional PMO activities, including risk, schedule, cost and scope.

As organizations continue to struggle to achieve program objectives, the RMO can offer not only the day-to-day management needed to make ends meet, but also the strategic guidance, technical know-how, and people focus required to achieve lasting results.

Alison Hueber, senior manager, Deloitte Consulting LLP
Jim Schroer, senior manager, Deloitte Consulting LLP

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