Aseriti were an IT services company who were part of a larger group (ST). Aseriti already had a Project Management office in operation, the ST group did not. ST had recently undertaken a programme of training in PRINCE2 and now wished to develop a PMO capability. The assignment was to review the effectiveness of the Aseriti PMO model and then recommend and support the implementation of an appropriate PMO for the group.
The group were unsure about the suitability of the PMO approach in existence within Aseriti and did not wish to adopt it simply because it ‘was there’. There was, in fact, uncertainty about what needed to happen and so these objectives were set:
• Giving shape and definition to the project
• Providing a suitable training/consultancy mix that would be acceptable to both cultures with sensitivity towards two different styles of working
• Review of current PMO processes and procedures and assess for alignment with the way PRINCE2 was being implemented
• Overall support for implementation of the new PMO
• Alignment with overall business structures, organisational maturity, and links with other standards across both organisations.
We concluded a successful delivery of project definition, associated training and the ‘procedures-review’ work packages. However, a changing environment – both internally & externally – meant that there was a significant change to the overall Business Case and the shape of the assignment. One of the things that became clear during the early stages was that the existing Aseriti PMO was no longer suitable for the way that they were running projects, and that therefore it would be unlikely to suit the needs of the wider ST group. It was therefore recommended that an alternative approach be adopted for the ST group implementation, and it was also decided to close the Aseriti PMO and re-assign resources to be used in the group PMO.