Whether it’s seizing upon a new growth opportunity, solving a current business obstacle, or implementing a companywide change, companies are never short on things to do. They do, however, often struggle to find the resources to get it all done.
On the other hand, an ad hoc PMO comes together to tackle a specific challenge or defined problem, often assigned by the CEO. It could be a digital transformation, a new growth initiative, a process simplification, a companywide budget reduction, a reorganization, or any large-scale change initiative. With an ad hoc PMO, a cross-functional team is assembled then disbanded after the initiative is complete. Peter Bendor-Samuel, CEO of the Everest Group, describes the difference between the two as an “authoritative PMO” versus a “coaching PMO.”
