Do you remember having a PCO? In days of yore it meant you had a Project Control Office. You’d be unlikely to find one called that now – far too old fashioned and misguided! Most transformed themselves into PSOs – Project Support Offices – much better, but perhaps too limiting when there were programmes and even portfolios to be supported too. So we got PPSOs, and even P3Os, and over the past five years the latest and most promising of all – the PMO – which was often not too specifically spelt out as it could be Project, or Programme, or Portfolio – whichever suited.

The farsighted, however, might have spotted that through all these changes something remained resolutely constant. It’s the ‘P’. And therein lies a problem.

Through historical accident and certain accreditation organisations, projects have become more associated with IT, not change; with process-based commodity, not management specialism. As a result senior executives have grown tired of the “project” word. From their perspective it has come to represent endless investment, constant promise and yet no improvement in what matters most to them – results.

So, when the PMO comes asking for room at the table (and they really do need access to the Board) and CXOs react unfavourably, take a leaf from a couple of smart players in the industry. Re-badge yourself and become an RMO – a Results Management Office. They’ll love it! Mind you, you do have to do what it says on the tin and measure and manage results – not delivery of projects but results from the delivery of projects.

Enjoy.

Will you share your experience in getting the PMO out of the technical (IT) space and into the business arena?