One of the largest energy organizations in the GCC which has three divisions each with their own PMOs. The PMOs as with the organization had organically grown but there was common understanding of the need to restructure the organization based on current demands.
The PMOs operated independently of each over and there were some target and operating challenges between the PMOs. The background of the PMO teams varied across all the PMOs as did the level of PMO understand and the need for proactive change.
The first step was a change management initiative to bring the all PMOs onto a series of PMO management certification courses for them to objectively see the challenges they each had and what others had. This helped to create the need for change.
The second step was position one of the PMO heads as the PMO director to increase the awareness of management of the role PMOs have in organizational change.
The third step which is in progress is the design of the integrated PMO Target Operating model.