1. Should You Establish a Project Management Office (PMO)?

2. What is a PMO? Deploys a consistent methodology
Provides common management structure
Promotes best practices
Training/Mentoring/Coaching
Gathers/Tracks metrics from all projects
Promotes PM throughout the organization

3. The PMO Value Proposition
A successful PMO enhances an organization’s ability to execute projects and make deliverables on time and under budget while improving the overall level of quality.

4. The PMO Value Proposition
Quality
Service
Price
A successful PMO could improve performance
in all three areas of the QSP triangle

5. The PMO Value Proposition
Quality
(More Valuable Deliverables)
Service
Price
(More Efficient Performance)
(Reduce Waste)
The cost of the PMO must be
exceeded by the benefits

6. Styles of PMOs - Centralized
One PMO office with a group of managers and services
Every project includes a PM from the PMO
Easier to manage and consolidate metrics
Expertise may not be portable among projects

7. Styles of PMOs - Distributed
Central PMO organization not including PMs
Might have multiple document repositories (for different disciplines)
Supports PMs on projects
Consistency is harder
Coordination might be harder

8. Styles of PMOs - Assistive
No, or very small, central organization
Offers guidance to other departments on project management issues
Training/coaching
Good way to do a little that could pay off a lot

9. PMO’s in IT PMOs have been around for years
IT “discovered” PMOs during Y2K
Consulting firms used PMOs

10. Building a PMO No two PMOs are alike Define the PMO’s function
PMOs are customized to the organization
Define the PMO’s function
Full/limited
Formalize the PMO organizationally
Decision making/expectations

11. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
What the PMO does
How it is done and for whom
Alignment with business value
Vision statement
Principles/Goals
"The Acme Project Management Office (PMO) implements and supports project management methodology to enable our organization to deliver projects faster, cheaper, with higher quality, and within estimates and expectations."

12. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
High-level set of directions
Align PMO strategically
Long-term goals (years)
Tactical decisions (day-to-day)

13. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
Responsible for PMO funding
Manager PMO reports to
Critical for culture change
Political support
Policy enforcement

14. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
Person/group staked in PMO
Internal/External
Collaborative organizations
Suppliers
Investors

15. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
Requestors of PMO service
Others the PMO helps
achieve their project and
business goals

16. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
Concrete statements
Lower-level milestones
Achievable
Measurable
Timed
Evaluated at end of project
and/or end of time period

17. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
Tangible deliverables
Services
Fulfilling others’ needs
Achievement of objectives

18. Components of a PMO Mission Strategy Sponsor Stakeholders Clients
Objectives
Products/Services
Transitional Activities
Building the PMO
Staffing
Procedures

19. Deploying a PMO Create (or buy) a project methodology
Provide training and coaching
Conduct project audits/assessments
Provide consolidated metrics
Consulting firms can fill gaps
Culture change
Deploy in waves

20. Deploying a PMO Culture change
People will have to do things differently
Requires different behaviors
More than teaching new skills
Evaluate aspects driving behavior
Reinforce positives
Eliminate/change negatives
Consultants can drive change sometimes

21. Deploying a PMO Culture change First do a gap analysis to show need
Enablers/Barriers/Attitudes
Success rates
Roles
Skills
Standards
Work environment

22. Deploying a PMO Culture change First do a gap analysis to show need
Use a cross section of staff
Interviews
Surveys
Focus groups
Use the gap analysis to define the future look of the PMO

23. Deploying a PMO Deploy in waves Don’t change things all at once
General awareness sessions
Project management training
Standards/Templates
Reward/Recognition system
Get management buy-in
Audits and evaluations
PMO support organization

24. The Methodology Processes Procedures Templates Best Practices
Standards/Guidelines/Policies
Must be adaptable
“Methodology management”

25. Methodology Management
Development
Build/Buy/Buy and Customize
Support
Questions/Repository/Training
Enhancements
Expanding/Training/Enhancing
Don’t over-engineer it.
Don’t let methodology get in the way.

26. PMO Training Scope of training Determine needs
Teach all stakeholders
Decide which skills you will teach
Determine needs
Respond to feedback
Create training strategy
Delivery, audience, timing, in/outside
Develop/buy curriculum

27. PMO Coaching More informal than training More one-on-one
Talking through situations
Align coaching services with deployment

28. Audits
In order for new processes to be adopted successfully, they must be used properly
Project-level audits
Don’t audit every projects
Identifies failures to use methodology
Organizational audits

29. Consider outsourcing this effort.
Audits
Project-level audits
Did stakeholders participate?
Stakeholders approve project definition?
Work plan being used? Is it accurate?
All deliverables completed?
On track: cost, duration, quality?
Are risks being managed?
Are issues being managed?
Consider outsourcing this effort.

30. Consider outsourcing this effort.
Audits
Organizational-level audits
Show how the “gap” is closing
Keep you stakeholders informed
Identifies compliance (or not)
Identifies whether or not the PMO is a good idea for the organization
Identifies if PMO is being delivered in the best way for the organization
Consider outsourcing this effort.

31. Audits Trend successive audits Identify changes that need to be made
Identify training needs
Stress progress along lines of business alignment
Don’t be afraid to say things are wrong
It’s probably not going to be totally successful

32. Metrics Consolidate metrics and reporting Organization-wide portfolio
This is a great way to be visible and useful to upper management
This can also be time consuming
Very hard to measure the value of the PMO precisely (like holding a cloud)

33. Metrics Problems gathering project metrics Be clear and concise
Timeliness –response is low priority
Accuracy – reported status is not correct
Completeness – too brief
Be clear and concise
Use standards and automation

34. Metrics Savings with scope change mgmt. Savings with risk management
Savings by proactive action
Savings by way of re-use
Assess the value of increased quality
The PMO is likely to increase everyone’s workload and responsibility… so probably won’t be liked by everyone

35. Other PMO Services Document Repository
Re-use of templates, schedules, project documents, etc.
Use technology
Historical archive

36. Other PMO Services Best Practices Post-mortem analysis on projects
Lessons learned
Improve methods, procedures

37. Other PMO Services Common Resource Pool Shared staff
Re-used documents/forms
Software, code library
FAQs
Document review services
Document preparation