implementing pmo

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  • 1. Implementing A Project Management Office (PMO) Prepared by: James Waln, PMP October 2007
  • 2. Overview
    • The What and Why of PMOs
    • Starting a PMO
    • Types of PMOs
    • PMO Roles and Responsibilities
    • Executive Buy-In
    • PMO Best Practices
    • Sources and Suggested Reading
    • Reference Material
  • 3. The What and Why of PMOs
  • 4. What Is a PMO Exactly?
  • 5. The Project Management Office (PMO)
    • A PMO is a centralized organization dedicated to improving the practice and results of project management.
  • 6. PMO Responsibilities
  • 7. What Benefits Does a PMO Offer?
    • PMOs are/can
      • Making available qualified project managers
      • Provide support personnel to assist project managers
      • Allow project managers to pool their skills and knowledge
      • Help project managers to develop professionally
      • Recommended for organizations with many project managers
      • Provide consulting-type services and products to its constituency
    • If a PMO is not used
      • With several projects under way, project managers are probably not learning from one another
      • PMs are probably not sharing best practices
      • PMs are not challenged to continuously improve their skills
      • Project managers can be overtly influenced by line managers
      • Project managers scattered across an organization with no common bond are significantly handicapped
    The most important service of a PMO is to provide qualified project managers to an organization
  • 8. Starting a PMO
  • 9. Starting a PMO
    • FACTS
    • Executives must deliver in two key areas ongoing operational results and improvement efforts.
    • Functional managers are continuously evaluated by senior management, peers, and subordinates for their ability to make things happen quickly.
    • Many projects involve multiple departments and functional areas.
    • Each organizational unit has its own language, its own standards, its own project management techniques or lack thereof.
    • No wonder so many central project management coordination units have sprung up in the last few years.
    • Today, there is estimated to be over 50,000 such organizations in the U.S. alone.
  • 10. Starting a PMO
    • PMO Requirements:
      • PMO value must be measurable to become sustainable.
      • If you cannot measure, you cannot control and if you cannot control, you cannot manage.
      • The PMO must be aligned with the interests and goals of the organization to sustain itself.
    • A PMO has responsibility for educating the organization it serves about its benefits it brings to projects
    • A PMO must create and track metrics to show the results of its contributions
    • A PMO should survey its customers routinely to verify it is adding value
    • The PMO should focus on portfolio management of:
    • Project investments
    • Resources
    • Assets
    • Strategic objectives
  • 11. Types of PMOs
  • 12. Current PMO and Advanced Models
  • 13. What Does a PMO Look Like?
    • Typical starting point for a PMO can be three project managers, a team leader, and five team members (also called PMO support personnel).
    • PMO Project Starter Services
      • Provide well-trained and competent project managers to run key projects.
      • Provide project management consulting.
      • Review contract proposals from vendors.
      • Sponsor project management education.
      • Develop, document, and maintain project management best practices.
      • Conduct project culture training.
      • Perform project reviews.
      • Perform post-project reviews.
      • Ensure that new projects apply lessons learned.
    Reporting View of a Small Project Management Office
  • 14. PMO Models
    • Early on in PMO history, the Gartner Group identified three PMO models as flourishing:
    • "Project Repository Model
    • "Project Coach Model"
    • "Enterprise PMO Model"
    There is a fourth model, called the "Deliver Value Now Model," that should not be ignored.
    • PMO serves as a source of information on project methodology and standards.
    • Assumes the enterprise has embraced a cohesive set of tools for project design, management, and reporting.
    • Occurs most often in organizations that empower distributed, business-centric project ownership or with weak central-governance.
    • Data gap identification
    • Incremental risk management control as projects initiate and mature in the development cycle
    • Bottleneck identification for all projects
    • "Raising the bar" for delivery "goodness"
    • Assumes a willingness to share some project management practices across functions and uses the PMO to coordinate the communication.
    • Best practices are documented and shared and project performance is monitored actively.
    • Results are used to raise enterprise performance and train inefficient or new project managers.
    • Acts as trainer
    • Consultant or mentor
    • Source of information on project processes
    • Often helps in project setup and post-project reviews
    • The most permanent, consolidated, organizational model and concentrates project management within the PMO.
    • The mission of the EPMO implies direct management or oversight of projects.
    • All project managers are staffed within the shared service and consigned to projects as needed.
    • The EPMO acts as a contracted project manager, assessing scope, allocating resources and verifying time, budget, risk, and impact assumptions.
    • Many firms have since learned that a consultative approach aimed at increasing project throughput and reducing project durations requires teamwork between the EPMO and the project teams .
    • The idea of a PMO owning the project managers has some significant potential negative effects.
    • The project management expertise and standards may not filter through to functional areas.
    • When significant portions of the projects are part of one functional area, that functional area may not feel as committed.