Building a Program/Project Management Office/Organization (PMO)
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Table of Contents
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Project Management Office (PMO)
By Chris Smith (TNU 2008)
A PMO is the group that oversees and maintains the standards of Project Management (PM) processes. The PMO is the source of documentation, guidance, and metrics.
Good PMO’s base project management principles on accepted, industry standards. These include PMBOK or PRINCE2. Influential industry certifications programs include ISO9000 and the Malcolm Baldrige National Quality Award (MBNQA). Some government regulatory requirements such as Sarbanes-Oxley have helped to push organizations to more standardized processes.
PMO Responsibilities
A PMO is responsible for identifying and resolving common problems across projects. They standardize project management processes and tools, as well as, improve project management capabilities and skills. A PMO will monitor and report on project status and reduce the cost of projects. They will also improve project success.
Why You Need A Project Management Office (PMO)
PMOs benefit departments that have struggled to deliver projects on time and within budget. They can improve and boost efficiency and instill much needed project management. A PMO can help CIOs by providing the structure needed to both standardized project management practices and facilitate project portfolio management. They can also determine methodologies for repeatable processes.
ENTERPRISE PMO
The next evolution of the Project Management Office is for it to move into the corporate side of the business. This allows the PMO to gain a strategic position within the organization and works to ensure that projects proceed based on their strategic alignment to the objectives of the organization. A PMO organizationally based versus departmentally based is more likely to get executive support. After all, project management should not be departmental strategy; it should be an organizational strategy.
The enterprise PMO should ensure projects’ alignment with corporate strategy and direction. Senior executives are most concerned with how an Enterprise PMO will positively impact the organization as a whole, each individual department, and their customers. In some organizations, the Enterprise PMO will oversee the management of all strategically aligned projects. In larger organizations, the Enterprise PMO will have departmentally based PMOs reporting directly to them.
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Click on Slide above for the PowerPoint Show by Anthony Boles
Corporate (enterprise) vs. IT (departmental) PMOs
Slides on Corporate Vs. Departmental PMOs
21st Century Organizational Structure
View the video of the 10/25/2007 PMI, PMO LIG Panel Discussion on how to develop a PMO at the YouTube Link. The audio did not work but the back-up plan did. We have the video with some rough edges, but what-the-hey, we have something recorded.
http://www.youtube.com/profile?user=WestbrookStevens
To avoid a conflict of interest, these video have been blocked out. Craig Stevens is on the Nashville PMI Board of Directors as the Director of the Special Interest Groups for 2008. If you have an interest in viewing them contact us. We are looking for ways to provide the service to you in acceptable ways.
Part 1, Introduction to Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the Project Management Institute (PMI), PMO, Local Interest Group (LIG)
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Part 2, Using the Drivers of Change to Developing a PMO, Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
The Westbrook Stevens Drivers of Change Model
Link to the Drivers of Change Model
Part 3, Question Set 1, Environmental Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 3.2, Question Set 1 Continued, Environmental Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 3.3, Question Set 1 Continued, Environmental Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 4, Question Set 2, People Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 5, Question Set 3, Organizational Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 5.2, Question Set 3 Continued, Organizational Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 6, Question Set 4, Systems Issues for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 7, Question Set 5, Lessons Learned and Questions for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).
Part 7.2, Question Set 5 Continued, Lessons Learned and Questions for Developing a PMO Panel Discussion by the Nashville/Middle Tennessee Chapter of the PMI, PMO, Local Interest Group (LIG).