Challenges of PMO in Senegal
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Presentation is about challenges regarding Project Management Office setup as well as major causes of ailing and ineffective PMOs in Senegal. Challenges in setting up PMOs include often : Resist Managers due to doubts, fears or insecurities regarding roles and responsibilities. The main issue here is the buy-in from executives and senior management Readiness of the organization to undergo changes is also major roadblock. Staff usually view it as just another layer of administration or overhead Lack of a project sponsor, at executive level, driving the implementation of the PMO is also a challenge Limited resources (staff & budget) Cultural issues
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Challenges of PMO in Senegal
- 1. FAST TRACK YOUR PMO Oumar DIOP, PMP Vice President, Senegal PMI Chapter CEO MCA Senegal II February 26th 2022 Challenges of PMO in Senegal
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- 3. Fast tracking your PMO …
- 4. Fast Track Your PMO : Challenges of PMO in Senegal 4
- 5. Challenges in setting up a PMO 5 Fast Track Your PMO : Challenges of PMO in Senegal Acceptance from management “Buy In” from the Project Managers Lack of a project sponsor Limited resources Cultural issues
- 6. Challenges in setting up a PMO (cont’d) 6 Fast Track Your PMO : Challenges of PMO in Senegal Resistance to standards/processes Changing priorities Communication Staying aligned with business objectives Meaningful metrics
- 7. Major causes of ailing and ineffective PMO 7 Fast Track Your PMO : Challenges of PMO in Senegal 1. Objectives for the PMO not clearly set or unrealistic expectations 2. Lack to maintain a clear vision for the PMO 3. Scope, deadline and original timeframe usually change, resulting in chaos and confusion 4. Failure to develop new controls, processes, review and governance to keep up with the changes
- 8. THANK YOU
Editor's Notes
- Thank you very much André for this introduction… I’m really delighted to welcome as well : President Charmagne Tellis, Owner Bloom Consulting| Master Trainer of PMO Global Institute Inc. Corrine O’Brien, VP of Partnerships Abdulla, Chief Executive Officer, Nertila Ahmeti, Events & Accreditation The subject we are touching on today is quite interesting.. We all agree.. with the ongoing challenge of successfully managing Projects & Programs, organizations are recognizing the need for greater project management discipline… For many organizations, this meant boosting their project management skills, processes, and governance structures by implementing a Project Management Office. Baically what one can expect from a PMO to meet at least these outlined 8 boxes..
- However, successfully implementing a PMO is not an easy task. Between the idea and the finishing….organization depending on the type of PMO they want to set up, their unique structure, their strategy, their goal may face major challenges leading to total failure.. While organizations often wish for a smooth and hassle-free PMO implementation - that’s rarely the case. PMOs are often unable to realize their full potential because they fail to anticipate and proactively plan for common problems that creep up along the way. With this presentation I will share with you the challenges facing the PMO in Senegal .. Basically, the same challenges all over the world.
- According to the Association of Project Management, 50% or more of PMOs have failed during the first three years of their existence. Even more disturbing, only 33% of PMOs reach their potential of delivering value to the organization. These statistics do not mean the PMO is heading toward extinction. Even in the face of these daunting statistics, the Project Management Institute reports that 90% of large enterprises still have active PMOs. This means a large number of new PMOs are failing, only to be replaced later by other PMOs; a wholly inefficient process. In Senegal, PMOs exist at one or more of three levels within an organization : The enterprise level, the departmental level and the program or project level. In the Power Compact of MCC we have a PMO at Project level and now we are gearing to setting up a PMO at more strategic level. In Sénégal, Senior Managers are more and more aware that PMOs offer a backbone of project support, training and mentoring and as such support the maturity of project management practices within their organizations. Several compagnies now have a PMO set up to centralize Project Management support, standardize processes, training and mentoring. Organizations includes Sonatel, Banque Islamique…… to name a few.
- When We look closely at the major challenges in setting up PMOs in Sénégal. Customer dissatisfaction, lack of project management leadership and failed projects are a major justification. When creating the PMO, the first challenge is to establish what type of PMO would be suited to the organizational environment and meet the objectives set by senior management. It’s not just a nice to have. Challenges in setting up PMOs include often Resist Managers due to doubts, fears or insecurities regarding roles and responsibilities. The main issue here is the buy-in from executives and senior management Readiness of the organization to undergo changes is also major roadblock. Staff usually view it as just another layer of administration or overhead Lack of a project sponsor, at executive level, driving the implementation of the PMO is also a challenge Limited resources (staff & budget) Cultural issues
- Other challenges include Resistance to standards/processes Changing priorities Communication Staying aligned with business objectives Meaningful metrics
- Now, when PMO are up and running… why do they not deliver to their potential ? There are many possible reasons why PMOs end up failing While PMOs often drove consistency in execution, communication and measurement, they are often perceived as “methodology cops” that introduced another layer of needless bureaucracy Others causes include : Objectives for the PMO not clearly set or unrealistic expectations Lack of a clear vision for the PMO And….. As the project grows, the scope, deadline and original timeframe usually change, resulting in chaos and confusion. As projects become more risky, complex or adopt new ways of delivering, PMOs fail to develop new controls, processes, review and governance to keep up with the changes. These are the major Causes of ailing and ineffective PMO…