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PMOs in Latin America

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Jose Esterkin
Jose Esterkin

The document summarizes research on Project Management Offices (PMOs) in Argentina. It provides statistics on the industries, sizes, reporting structures, roles, and challenges of PMOs from interviews with 37 large Argentine companies. For example, it finds that over 45% of PMOs have between 2-10 staff and nearly half report to the IT department. The comments highlight issues like building trust, delivering value, dealing with perceptions as policemen, and justifying ongoing PMO sustainability.

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Myths and Realities: Latin American Perspective on PMOs Jos辿 D. Esterkin, PMP IAAP, Argentina 1
Our Research about PMOs in Argentina Source: 37 companies from Argentina. Mercado 1000 companies (Fortune 500). Interview Dates: JAN-2012 - SEP-2012. Methodology: in-depth interviews. 2
What industry is your company in? 22% 11% IT Financial services 11% Other Telecom Logistics 21% 16% Manufacturing Health 8% 11% 3
For how many years have you had a PMO? 22% In formation From 3 to 5 years 37% More than 5 years 22% Less than 3 years 19% 4
How many people work in your PMO? 19% 2-5 people 45% 1 6-10 people More than 10 22% 14% 5
What are their profiles? 27% 40% Project manager Coach / Methodology Other Adminsitrative / Reporting 22% 11% 6
Who does your PMO report to? IT 48% 22% Other CEO Operations Marketing Human 16% resources 3% 3% 8% 7
How many projects does your PMO manage per year? 24% 10 to 20 22% 20 to 40 1 to 5 6 to 10 24% 11% More than 60 11% 8% 40 to 60 8
Is your PMO in charge of developing and training PMs? 32% Sometimes Almost Always 32% Always 22% Never 14% 9
How does your PMO get the human resources for projects? 19% PMO has its own 43% resources Negotiate with other areas Other methods Hired resources 24% 14% 10
Some interesting comments It is very difficult to get information from some areas. They say If I tell you the truth I'm going to be punished. Our PMO had to build trust since minute one, it was an ant work". (PMO Manager, financial company based in Buenos Aires). Our main goal for 2012 is not to be perceived as someone who asks, but as someone who gives. We want to discover what we can help them with, we want to deliver real value to areas. (PMO Coordinator, logistics and transport company based in Buenos Aires). Our job is frustating sometimes: the areas see you as a policeman, or in the best case, as someone thas asks for information all the time. And the Board is never satisfied with the information you give them. (PMO Manager, oil company based in Buenos Aires). Our obsession is sustainability of our PMO. Why does the Accounting Department not have to justify its existence, and we have to? (PMO Manager, Telecommunications Company based in Buenos Aires). 11

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PMOs in Latin America

  • 1. Myths and Realities: Latin American Perspective on PMOs Jos辿 D. Esterkin, PMP IAAP, Argentina 1
  • 2. Our Research about PMOs in Argentina Source: 37 companies from Argentina. Mercado 1000 companies (Fortune 500). Interview Dates: JAN-2012 - SEP-2012. Methodology: in-depth interviews. 2
  • 3. What industry is your company in? 22% 11% IT Financial services 11% Other Telecom Logistics 21% 16% Manufacturing Health 8% 11% 3
  • 4. For how many years have you had a PMO? 22% In formation From 3 to 5 years 37% More than 5 years 22% Less than 3 years 19% 4
  • 5. How many people work in your PMO? 19% 2-5 people 45% 1 6-10 people More than 10 22% 14% 5
  • 6. What are their profiles? 27% 40% Project manager Coach / Methodology Other Adminsitrative / Reporting 22% 11% 6
  • 7. Who does your PMO report to? IT 48% 22% Other CEO Operations Marketing Human 16% resources 3% 3% 8% 7
  • 8. How many projects does your PMO manage per year? 24% 10 to 20 22% 20 to 40 1 to 5 6 to 10 24% 11% More than 60 11% 8% 40 to 60 8
  • 9. Is your PMO in charge of developing and training PMs? 32% Sometimes Almost Always 32% Always 22% Never 14% 9
  • 10. How does your PMO get the human resources for projects? 19% PMO has its own 43% resources Negotiate with other areas Other methods Hired resources 24% 14% 10
  • 11. Some interesting comments It is very difficult to get information from some areas. They say If I tell you the truth I'm going to be punished. Our PMO had to build trust since minute one, it was an ant work". (PMO Manager, financial company based in Buenos Aires). Our main goal for 2012 is not to be perceived as someone who asks, but as someone who gives. We want to discover what we can help them with, we want to deliver real value to areas. (PMO Coordinator, logistics and transport company based in Buenos Aires). Our job is frustating sometimes: the areas see you as a policeman, or in the best case, as someone thas asks for information all the time. And the Board is never satisfied with the information you give them. (PMO Manager, oil company based in Buenos Aires). Our obsession is sustainability of our PMO. Why does the Accounting Department not have to justify its existence, and we have to? (PMO Manager, Telecommunications Company based in Buenos Aires). 11