NEW YORK, Jan. 21 /PRNewswire/ --
"PMO versus RMO: Which is the Best Way to Get More Business Value from Your IT Investments?"
Diane Murray, principal, Deloitte Consulting LLP
Brian Johnston, principal, Deloitte Consulting LLP
Al Kagan, director, Deloitte Consulting LLP
John Dalrymple, director, Deloitte Services LP
Program Management Offices (PMOs) have long been the central front in the battle to improve how information technology (IT) programs are managed. But, as IT organizations are charged with delivering more top-line business value, executives say the PMO is showing its limitations. Is the traditional PMO sturdy enough to shoulder the burden of delivering strategic and operational alignment across increasingly complex projects, or do chief information officers need more help?
"Everybody knows that it is not enough to bring a big technology project in on time and on budget these days," said Murray. "If the project does not contribute to the overall business strategy and deliver results, it is considered a failure. Facing the likelihood of a protracted period of uncertainty and change in business conditions, the PMO model that has served so well over the last decade is beginning to show its limits."
Kagan noted that a higher-value approach to PMOs is necessary; one that focuses on delivering strategic outcomes, directly linking IT program investments to broader organizational goals. This simple shift can help remedy problems of strategic alignment in most PMOs -- a Results Management Office (RMO). "This takes discipline above all else with a relentless focus on creating business value through an orderly process," added Kagan.
Dalrymple and Johnston offer their insights on the debate with perspectives from the federal government and the banking industry below:
To view Deloitte's points and counterpoints regarding PMO and RMO, please go to www.deloitte.com/us/debates/rmo.
This topic is one in a series of Deloitte Debates that examine pressing business issues from multiple perspectives. New debate topics are added weekly. To view the full library of Debates, please visit www.deloitte.com/debates.
Deloitte will also conduct a related webcast February 11, at 2:00 p.m. ET, "Results Management Office: A New Approach -- Enabling Your IT Program to Achieve Results." To register for the webcast, please contact John La Place at email@example.com, or +1 212-492-4267.
As used in this document, "Deloitte" means Deloitte Consulting LLP and Deloitte Services LP, separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries
John La Place
+1 212 492 4267
SOURCE Deloitte Consulting