A number of us at Spend Matters originally came from a consulting background where the project management office (PMO) function is an essential component of larger projects, especially around systems implementation or large-scale procurement and sourcing projects impacting a wide range of functions and individuals across a company. As background on the topic, Wikipediadefines a PMO as “a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization.”
Further, “The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance and metrics on the practice of project management and execution.” Yet the role of PMO – whether it’s a consulting firm overseeing, or someone internal in a center of excellence (COE), or somewhere else in the procurement organization – is still often an afterthought in procurement.
The rest of this PRO research brief can be found on Spend Matters PRO. If you’d like to become a Spend Matters PRO member, please subscribe. If you’re not ready to subscribe or wonder why you should, we’ve answered some FAQs here or you can email a Spend Matters team member directly. If you’re not into paying for content, we get that too. Thanks for reading!