I don’t actually expect “process” to replace “project” in “PMO,” but using the degree of change happening in the healthcare industry as an example, I do believe that the concept of a process management office is becoming essential.

The healthcare industry is undergoing change of a scope and pace unlike anything we’ve seen. And although it isn’t exactly clear what all of the operational changes in the industry will be, change is a certainty — current capabilities will be modified and new ones will be added. In order to prepare for and execute the change programs that are underway or approaching, organizations should not only have solid project management offices in place but also process management offices. A process management office should ensure that process architectures are defined across the organization in a consistent manner to provide a solid base for making the changes that will occur over the next several years. Process architectures should encompass four key dimensions:

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