After wondering if an EPMO aligned and integrated with an organization’s cultural dynamics would make it more effective, I read the book “Diagnosing and Changing Organizational Culture” by Kim S. Cameron and Robert E. Quinn. The book talks specifically to changing culture and so I have been thinking about how to apply the concept to an EPMO. For example, if the organization’s cultural & operational dynamics are based on “control” then the EPMO would need to be organized, controlling, monitoring, maintaining, and focused on efficiency. If the organization has an environment ripe with internal competition to generate higher levels of productivity then the EPMO would need to be hard-driving and provide competitive stakeholders with the tools to drive their project teams to an on time, within budget finish. An organization where employee involvement and participation fosters empowerment and commitment would need an EPMO that is supportive and focused on team building while providing projects with facilitators and mentors. And lastly, an organization that is highly innovative with a focus on creating new ideas, new markets and new opportunities would require an EPMO that empowers rule breakers with the ability to be entrepreneurial and visionary so that they are quipped with the right tools to be focused on the future, yet effective in the present.
The views expressed on this blog are my own and do not necessarily reflect the views of my employer, Robbins-Gioia.
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