Is Your PMO Getting the Job Done?
Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.
There are many reasons for creating a formal Project Management Office (PMO), one being to improve the oversight and governance over the project portfolio. The PMO also needs to be governed to ensure it is run effectively, efficiently and that it delivers the value it was created to provide. In his response to the question posted on TechTarget’s, Experts on Demand:
“What is the appropriate design for a project management office (PMO) for maximum effectiveness in the short-, mid- and long-term? “
Dave Foote addresses five key roles that need to be integrated into every PMO:
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Standard Methodology: a consistent set of tools and processes for projects
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Resource Evaluation: The initial assessment of resources (i.e., people, money and time) to validate business assumptions about project and lifecycle costs.
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Project Planning: providing a competency center and as a library for previous project plans to leverage the project managers in the rapid and accurate development of project plans.
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Project Management: providing consistent practices, frequent review and oversight on the conduct of projects.
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Project Review &Analysis: the validation of the outcomes each project achieved, identification of project conduct & process improvement opportunities and assessment of …
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