Lately the main paradigm of the project management in Energy and Utility sectors is going through the great change: Quality-orientation is being replaced by ROI – orientation which is fair for all the spheres of market economy.
This global change leads to the collaboration development. Alliance agreements are coming instead of the multi-contracting. Alliance agreements come with the standardized equipment design, reduced prices, reduced lead time and improved Owner-Vendor relationship.
However meanwhile multi-contracting still holds a significant share of the market requiring intricate agile approach to management.
Project management in Energy and Utility sectors involves large number of small projects which increases the complexity and troublesomeness of governance.
Developing PMO, service center, center of excellence and governance is leading to the ergonomics enhancement and improved time-management. Nevertheless PMO structure should be thoroughly designed to manage complexity of interfaces and to overcome the existing challenges.
The main requirements to the PMO structure are:
- Structure should be well-centralized and vertically visible – all the participants should be reporting straight to the head of the PMO.
- All the instructions should be clear to establish an effective delivery capability framework.
- Structure should keep the value providing the support to any part requiring it.
- PMO should set visible goals to achieve in order to benefit and maximize the productivity.
- PMO human resources should be relevant, well-trained and highly manageable.
Fulfillment of these requirements ensures building agile, active and prospective PMO structure in order to manage numerous small projects.
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