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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
- 8. Starting a PMO
- 9. Starting a PMO
- 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
- 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.
- 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"
- 15. PROJECT REPOSITORY MODEL PROJECT REPOSITORY MODEL BENEFITS
- 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"
- 16. PROJECT COACHING MODEL PROJECT COACHING MODEL BENEFITS
- 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
- 17. ENTERPRISE PMO MODEL ENTERPRISE PMO MODEL BENEFITS
- 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.
- 18. "DELIVER VALUE NOW" MODEL "DELIVER VALUE NOW" M
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