Brewing Effective PMO Communications

Chi-Pong Wong is a seasoned supply chain strategist, program manager, service center manager and relations manager. He has published on leading online magazines and other popular journals. He earned a MA in Economics at SUNY Stony Brook and a MS in Computer Science at Duke University. He can be reached at Linkedin and [email protected].

  Communications Management   PMO   Stakeholder Management  

PMO leaders meet periodically and at key milestones to monitor progress of the program/project and its building blocks--often referred to as workstreams--especially when there are interdependencies among them. This way, stakeholders are kept in tune and block owners can continually execute, reappraise, amend and realign their efforts and commitments if necessary.

These regular monologues are crucial to PMO success; any inadequacy in their quality or delivery could dislodge the harmony of the working parts, resources and budgets. Another reason that these communications are crucial is that they can reach stakeholders who might have missed essential updates. Additionally, they can serve as reference materials as managers catch up on their readings or new/replacement members are brought onto the fold.

For everyone, PMO newsletters ought to convey clear and critical information useful for audiences both knowledgeable and under-informed. They should also be established as the official source for all interested parties to reference and consult with.

Newsletters have become the most popular of PMO transmissions; they have been extensively employed in successful implementations in many professions and industries. The PMO principals should not only heed the “dos and don’ts” proposed by the communication gurus when they formulate their newsletters, but …

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