ABSTRACT
Introduction The EPMO is created to assist in decisions related to making sure the right organizational projects are done at the right time, with the right tools and templates, and that they contribute to the organization’s strategic plans. The fact is that most companies have a PMO-type organization that does not reach half of these lofty goals (Crawford 2011)! The following list summarizes 16 common reasons why this organizational initiative may suffer from mediocre success:
1. Authority-Many PMO managers’ report to a functional manager who in turn reports to some higher-level executive. This multi-layer reporting situation increases the challenge in proving the worth of the organization. This can be enhanced if the PMO reports directly to the higher-level executive. PMOs vary in size, responsibilities, and structure, but if they are embedded in a functional unit such as IT, the odds are that it is not a real EPMO because its focus is more limited to that organizational subgroup. Also, the EPMO organization will be perceived as “just some IT thing” and as a result it will not be respected as having a more global role.
