Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.
Seventy percent of organizations had a project management office (PMO) in 2013, according to PMI's Pulse of the Professionâ„¢ In-Depth Report: The Impact of PMOs on Strategy Implementation. That compares to 61 percent in 2006. Despite the increasing number of PMOs, many of them still fail. The first step in effectively establishing a PMO is figuring out if your organization even needs one. Only then can you ask, How can we establish one successfully?
Part of determining if a PMO would be a good fit for your organization is knowing what a PMO's functions are. A PMO is an organizational structure, like a department or group, responsible for helping the enterprise achieve its strategic goals through effective project management results. Therefore, a PMO usually delivers three main objectives:
Efficient projects: better results
Reporting: information to support decision-making
Standardizing: consistent and repeatable results
Obviously, implementing and sustaining a PMO is not cheap. Usually, there is some capital investment in setting up a PMO, particularly because it will add management overhead in addition to existing projects' costs. For a company whose core business involves only a few projects, if any, it might not make sense to implement a PMO. And while there's no formula to determine when organizations need a PMO, most do when they have:
A large number of projects -- a PMO manages interdependencies, resources and provides standardization
Very big projects -- they usually bring high complexity, which requires coordination and integration
Strategy that depends heavily on new projects -- a PMO in this instance provides strategic alignment, prioritization and selection.
So let's say it's been determined that your company needs a PMO. How do you lay the foundation to establish it effectively? First, it is important to know that there are different types of PMOs. These include but are not limited to:
Project office: Planning, monitoring and control functions for large and complex individual projects or programs
Departmental PMO: Integrating projects into one or more portfolios of projects, managing a shared pool of resources and providing consolidated reports
Keep in mind that implementing a PMO involves a lot of change management, because it entails a new organizational structure, which affects the balance of power and culture in an organization. I recommend organizations invest more in change management tools or talent.
Finally, to tailor the best PMO for your organization from the start, I recommend following these key steps:
Define a mission. What does your PMO do?
Define a vision. How do you want it to grow?
Identify key stakeholders. Who are your clients?
Select core functions and services. How does your PMO add value to stakeholders?
Create proper metrics and key performance indicators (KPIs). How do you know your PMO is doing OK?
Continuous improvement. Develop action plans based on metrics and KPIs
Focus and value. Keep it lean. It is common for PMOs to start adding more services, processes and features. Sometimes they are only wasting resources because the organization doesn't need that.
In my next post, I'll outline a plan to implement a PMO. We will also talk about maintaining a PMO and continuous improvement to keep it sustainable.
Do you have advice for determining if your organization needs a PMO or basic tips for establishing a strong, sustainable PMO?
This is a good article. You have a lot of good points. Thank you for the information. Here are some additional points I thought could be included in your topic for establishing a PMO:
The executives, department manager, or governance board or whoever is responsible for this endeavor may be concerned that a PMO should be the group with the insights on
- how to support the organizational strategies in the alignment of projects. This involves portfolio management and knowledge of structured project management. As you mentioned, how does the PMO add value to stakeholders is the key question. Many other departments will interface with the PMO, not just stakeholders in a particular project, for example.
- how to support project managers. Project managers along with the customers/stakeholders of projects will look to the PMO for leadership, guidance, direction, and support for doing projects. This may mean doing the right projects or skill enhancement for doing projects right.
- how to support projects. Back to portfolio management and structured project management, this is also concerned with metrics, tolerances, benchmarks, and lessons learned.
Incorporating some aspect of these items as you envision the purpose of your PMO should prove to be helpful.
These are just additional suggested tips on establishing a strong and sustainable PMO.
Thanks again for your article.