I recently met with a CEO to discuss the setup of a Transformation Management Office (TMO) to support the transformation of the business. Having been met with the response “but we already have an Enterprise Portfolio Management Office” (EPMO), I thought it timely to elaborate on the differences between the two.
What differentiates the TMO from the EPMO is that it has the mandate to transform the organisation and governance from the C Suite, which ensures it has the highest priority when implementing and affecting change. The TMO is a temporary governance vehicle that survives for the duration of the transformation and is often disbanded when the transformation is complete. If we acknowledge that transformations cannot succeed without the support and drive of the C Suite, then the establishment of a TMO will ensure engagement at the highest level of the organisation.
Where an EPMO exists, the TMO will work closely with the EPMO to ensure fit for purpose delivery approach and controls. That said, the TMO will retain primacy due to the nature of its transformation objectives opposed to the steady state role often played by an EPMO.
One of the key reasons for the establishment of a TMO is to ensure successful delivery of the transformation and to drive alignment across the organisation and the C Suite. In turn, the transformation objectives are met rather than being distracted by the objectives of specific programs of work.
Does your company have the need for a TMO to be established? Please share your thoughts in the comments.
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