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PMO 101: Implementation
Here's a checklist of six best practices for implementing and running a successful PMO.
Project Management Offices have become increasingly commonplace as organizations realize the need for a centralized department to make sure all projects are managed efficiently and effectively from concept to completion. PMOs are particularly important to businesses that have a continuous flow of multiple, overlapping projects sharing operations, technology and human resources.
"Companies need to take stock of their overall business processes and decide where a PMO will fit. It's important that the PMO is in line with the company's goals so that the projects don't become shortsighted and collapse due to lack of support," says Jim Stroh, CEO of project management consultancy Proggex. When implementing a PMO, Stroh recommends a top-down approach so that it is not viewed as another layer of bureaucracy but instead as an organizational unit that is adding value to the enterprise. Here is Stroh’s checklist of six best practices when creating and running a PMO.
__ PMOs Are Projects. A charter is needed that will specify the purpose of the PMO in the organization. This charter will highlight executive support for the PMO implementation. The PMO also requires a scope statement, a WBS, metrics to measure its performance, and a communications management plan.
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