The Street Fighter PMO is very well established in its role but often accompanied by multiple other PMO teams (sometimes localised) where project management practices are developed and utilised in isolation. These multiple PMOs are known to work within their own silo with their own set of Customers and community, and don’t tend to share information, experiences, or learning opportunities.

The characteristics of these independent PMOs can cause friction and are often talked about in the sense of the different teams don’t play well together, or see the need to align their ways of working as long as change continues to be delivered.street fighter PMO

Having said this, the nature of the work that each team supports is often different in nature to others and therefore require different ways of working to a point. This often means that independently the PMOs can be at a high level of maturity, with experienced and qualified professionals who work efficiently as a unit.

However, it should be considered that some project management practices can and should be aligned across these different teams to bring elements of consistency, comparison, and structure to key aspects whilst maintaining the idiosyncrasies required to operate at the different levels and ‘locations’.

Within the Street Fighter PMO there is often a relatively high turnover of team members either internally to other PMOs, or externally. In part this is due to the nature of the relationships, where the PMOs although working well as independent entities, are often in the storming  phase (Tuckman stages of team development) with each other.

For PMOs already working in this way, it is important to focus on the experience of its Customers:

  • Focus on building a community of practice across the PMOs to engage across Customer bases and ensure all views are listened to
  • Identify commonalities and areas for alignment across the project management practice
  • Develop a roadmap with PMO specific timelines to ensure the teams focus on longer term milestones together

Be more Street Fighter:

  • Clearly define roles and responsibilities across the teams and manage the expectations of the PMOs and their Customers
  • Develop a service catalogue that acknowledges the differences in approaches whilst providing some centralised (core) services that can be utilised by all
  • Focus on team culture across PMOs to bring the team into the performing stage of team development
  • Invest in a maturity assessment to review the level of maturity in the different teams, in order to educate everyone so that the experience of Customers is comparable across PMOs