Public sectors need improvement in the way they manage their projects. most of the projects don't achieve its goals.
Dear Hanadi Abdulrahman Al Mahayni
The Project Management Officer (PMO) plays a crucial role in the public sector by ensuring effectiveness in project management. He/She acts as a facilitator who coordinates, standardizes, and optimizes processes, ensuring that projects align with strategic objectives and are executed within the established budget and deadline. Additionally, the PMO provides transparency and accountability by monitoring progress and mitigating risks. In an environment where resources are limited and demands are high, the role of the PMO in the public sector is essential to promote efficiency and success in the implementation of government initiatives.
I hope this helps.
Many thanks for your reply, how can we create the PMO from scratch?
Félix Oscar Socorro Márquez
Dear Hanadi Abdulrahman Al Mahayni, you can find a lot of literature available on the internet on this topic.
Hanadi Abdulrahman Al Mahayni, generally for the Public Sector the PMO requires a law, or at least an internal regulation. The importance of this figure is high for many reasons, mainly because it can close the gap between planned budget and real execution. I suggest you to look around for countries with laws regarding this matter, in some countries must exist this office in each Secretary or Minister. Regards.
Hanadi Abdulrahman Al Mahayni
The personal experience gained in the public sector in over 3 decades of activity leads me to highlight the following.
The importance of the PMO Project Management Office for the public sector depends, among other things, on two main factors:
1 - culture and level of knowledge/managerial skills of the members of the PMO team.
2 - degree of effective "empowerment" which is attributed by public institutions to the PMO and its Team.
The first factor is obviously linked to schooling and specializations (including acquired university ones), but also and above all to experience in the field.
The second factor is usually implemented and made concrete by ensuring that the purse strings (in terms of time and costs) can only be opened and closed through the "technical approval" of the PMO and its Team.
On this occasion I would like to suggest some readings available in open access at the following links:
https://zenodo.org/records/7314615
https://zenodo.org/records/8331295
https://zenodo.org/records/10689729
Some of the methodologies described here are applicable for managing any type of project.
I hope this can be useful and of some help.
Greetings
Rocco MORELLI
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