Thinking a bit more about last week’s post on scoping the EPMO. In that post, I asserted that there are certain “stock” capabilities that an organization requires to execute projects. Some of those capabilities should be best owned by the EPMO, some by the various PMOs supported by the EPMO, and some jointly owned by both.
One thing I left out of that post was a suggested framework for how to determine where a specific capability might actually fall, i.e. should it be considered a centralized capability or a decentralized capability? As I was thinking about this, I realized that the framework proposed by Jeanne Ross, Peter Weill & David Robertson in their page turning EA book, Enterprise Architecture as Strategy, could be brought to bear on the discussion.
As I’ve mentioned before on this blog, they suggest reviewing architecture from the perspective of unified process and/or data. Every capability should be reviewed by asking two simple questions:
- Do we need to centralize and standardize the process that each of the PMOs and EPMO follow?
- Do we need to centralize the data that each of the PMOs and EPMO generate and/or use?
Simply put, you can take each of the capabilities in the above chart and map it on the following 2 X 2:
After going through that exercise, that should give you a decent foundation upon which to allocate ownership of the various capabilities inherent in a PM system.