Small PMO steps for success

Project Management Office Comments Off

Most PMOs either fail to be fully implemented or get reconfigured after 1 or 2 years (Hobbs PMO whitepaper). In a changing/dynamic environment, companies want to see results fast, and would not want to invest long terms in a new PMO unless value is clear.

If you are starting or reconfiguring a PMO, think small and focus on some real value deliverable. Ask PMs and senior managers what is their top issue. Is it a set of standard templates? Assistance with planning and scheduling? Need to have visibility of projects progress and deviations? Be clear and specific, agree deliverables with the PMs/management, and commit to deliver something specific (templates, training session, dashbaord tool, etc) in a short timeframe (3 to 6 months max)

Once people see the PMO actually addressing their needs and meeting their commitments, the PMO will be perceived as something of value and worth of further investment. Small incremental steps reduce the risk of failure when implementing PMOs.

Design PMO to meet real needs

Project Management Office Comments Off

I suggest this 3 step approach when setting up a new PMO or developing an existing one:

  1. What is the starting point? Find out about the context, i.e. Organizational structure and culture; and PM maturity (use any maturity model)
  2. What are the expectations? Ask people (PMs, functional managers, execs, etc) what help they need, what are the challenges they face when running projects, what would they like to see changing/improving. Do interviews or surveys.
  3. Focus on real needs and balance. Create a plan to design a PMO that focuses on what is has been asked, not what books or theory say. Is it PM training? A resource management tool? Help facilitating risk management? Monitoring project progress? Ensure PMO responsibilities fit with the available tools, skillsets, processes and structure -or adjust for balance. Will the PMO role fit well in the org culture (the way we do things here) and structure (functional, matrix,centralized, decentralized)?

The major reason that PMOs are shortlived or fail is because they don’t fit in the organization’s context, are too ambitious, impose changes that not all people agree with and lack management support. It is key to start focusing on few but true needs -what people see of value to them, e.g some templates, tools, etc-, with realistic objectives and metrics, and show the delivered benefits asap, so  to position the PMO as delivering Value to the company.


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