Appendix A
“I AM the PMO!”
It is a trend that is on the rise, Program Management Offices (PMOs) that are initiated and led by individuals who single-handedly champion and grow the program management discipline within their organization. This is the story of one such leader, Ron Jacobsen, who demonstrated that a one-person PMO can become a value-contributor to an enterprise through the combination of knowledge, drive, and determination.
A Competency Lost
The company highlighted in this story is a large, multi-national enterprise that provides advanced system integration prowess and a broad product portfolio to military, federal, and civil service customers.
During the first decade of the new millennium the company expanded its capabilities and offerings to meet the rapid growth in defense spending through a number of strategic acquisitions. However, each newly acquired company brought its own business systems, processes, and procedures that represented their local knowledge and were minimally documented. Decentralization was emphasized and inconsistencies in the management of programs emerged across the company. Some of the larger programs were experiencing above-plan costs and schedule delays, yet were still achieving consistent levels of customer satisfaction due to the superior technical expertise and customer service provided by the company.
One of the business units within the company experienced a significant clash of cultures as a result of the company's merger and acquisition ...
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