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Agile Development Conference & Better Software Conference West
June 2–7, 2013 | Las Vegas, NV
The PMO Integration Problem (Part 2)
Andy Jordan PMP is the founder and president of Roffensian Consulting. Andy is a seasoned business professional with experience in many industries on two continents. After a career managing high profile, business critical projects for many organisations Andy moved into leadership of project management offices and built a reputation for building, rescuing and improving this key function. His approach of tailoring processes to the style and ability of the organisation, and focusing on the development of project staff rather than the short sighted approach of meeting project deliverables at all costs has repeatedly shown dramatic results.
In the first part of this article I introduced a project that I had worked on early in my career that involved the merger of 16 PMOs. We didn’t make much progress in that article, simply looking at some of the problems that I faced when I first arrived. However, by the end of that piece the group had started to come together as a team and there may have been a light at the end of the tunnel--let’s see whether it was just a train coming the other way.
The intake process nightmare
At the end of Part 1, I said that I had assigned a process engineering task to the team. The work was around the creation of an intake process for new projects. The way that the company worked, projects were approved on an annual basis and were initiated each quarter. That meant that we had some idea of the projects that were coming down the pike, but we generally didn’t have much in the way of details. There were also additional projects that came in throughout the year that we had no prior knowledge of.
I asked the project managers to work with me to develop an intake process that would allow us to size each of these projects in terms of the IT resources that were needed, a high level estimate of the amount of time required to complete the work and the approximate cost. Because this was an exclusively IT PMO, there were some projects where the work was nothing more than …
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