Program/Project Management Office (PMO)

Why a PMO & What exactly is it? 69% of project failures are due to lack and/or improper implementation of project management methodologies Department responsible for improving project management within an organization Ensures the organization implements the right projects, using the right processes and the right tools needed to succeed standardize and introduce economies of repetition in the execution of projects

What types of PMOs exist? Supportive PMO. Focuses on supporting projects through training, mentoring, administration and reporting.   Controlling PMO. Offers controlling services (such as project reviews, audits, assessments and governance). It can also enforce standards, implement processes and manage overall project risk. Directive PMO. The PMO is responsible for actually running all projects. Helps to “corral” all of the project work within an organization to one department.

Which type of PMO is suitable? Implementing a PMO from scratch Supportive PMO is best. Helps to add value by providing reporting, training and monitoring services. If you have an established PMO and you want to ensure that projects are independently assessed Controlling PMO is best. You can directly influence the success of projects, as well as implement best practices, standards and project management tools. In case of high risk projects Directive PMO is best. You can combine all of your organizational resources into making a well-controlled set of targeted project activities successful.

What are the PMO’s responsibilities? Regardless of the type of PMO you employ, it will be responsible for: Identifying and resolving common problems across projects Standardizing project management processes and tools Improving project management capabilities and skills Monitoring and reporting on projects and portfolio status Reducing the cost of projects Improving project success.

How do you set up and implement a PMO? To set up and run an efficient PMO operation, you need to progress through 4 phases: PMO Initiation: PMO Role Defined Sponsorship is Obtained PMO Charter is Created Funding is Sought and a Steering Committee is Appointed for Oversight Staff are Assigned Roles and Potentially Relocated PMO Planning: Create a PMO Execution Plan Select Methodology, Templates and Tools needed to succeed PMO Execution: Offer supporting, Controlling and / or Directive Services to Project Teams Offer training, Mentoring and Support Reviews and Assessments Management of Projects PMO Improvement: Continually Improve Level of Service Review the Effectiveness Success of Projects Service Improvements Need to be Continually Implemented

Reference List: Megan Santosus, (2003). Why You Need a Project Management Office (PMO). Retrieved April 19, 2008, from CIO, Web site: http://www.cio.com/article/29887/Why_You_Need_a_Project_Management_Office_PMO_ Project Management Office – PMO, Retrieved April 19, 2008, from Method 1 2 3, Empowering Managers to Succeed, Web site: http://www.method123.com/articles/2007/05/07/Project-Management-Office/ Danny Bradbury, (2005). Programme Management, PMO: What is it and do you need one? Retrieved April 19, 2008, from Silicon.com, Driving Business Through Technology, Web site: http://www.silicon.com/research/specialreports/programme/0,3800004583,39128941,00.htm Project management office, Retrieved April 22, 2008, from Wikipedia, The Free Encyclopedia, Web site: http://en.wikipedia.org/wiki/Project_management_office