The Complete Project Management Office Handbook, Second Edition (ESI International Project Management Series)

Overview

The organizational alignment of project managers in the relevant organization is a business decision. That alignment represents the extent of authority and responsibility conveyed to project managers to enable them to achieve business objectives in the project management environment. In conjunction with project team structure, organizational alignment contributes to project management capability within the relevant organization. In particular, it determines the influence and interactions the project manager will have with project team members and other stakeholders in the project management environment. Organizational alignment also addresses the PMO's position of influence in the relevant organization, from which PMO oversight, control, and support activities are derived.

Project structure aligns project team members, and other stakeholders, with the project manager and with the PMO. It defines their roles and responsibilities, but just as important, project structure specifies accountability — presumably to the project manager and, ideally, in relation to and with regard for PMO guidance. The effectiveness of project performance is a function of individual accountability. Therefore, project structure can facilitate or diminish project performance.

This "organization and structure" function enables the PMO to:

• Establish PMO structure and organizational alignment

• Develop project management alignment within the relevant organization

• Prescribe project team member roles and responsibilities

• Define the stakeholders in the project management environment

Function implementation will necessitate development of strong executive level support. This is needed in association with the PMO's ability to accurately define project management organizational and structural needs, demonstrate appropriate business alignment and fit, and achieve buy-in within the relevant organization.