PMO Setup: A Practical Roadmap

Setting up a PMO is not easy and there is no one right approach to go about. Some folks advocate focusing first on the kind of PMO that you want to have - the PMO Model. From there, organizational decisions can be made, PPM tools can be implemented, and the PMO is off and running. Sometimes this works, but far too often the PMO and the leadership team is faced with the reality that despite the investment in the organization and the new tools, project results have not significantly improved.

An alternative approach that is applicable to PMOs of all shapes and sizes is to focus less on organization and rushing to purchase a PPM tool (at least initially) and more on the processes of the PMO as the mechanism to predictably and consistently achieving the objectives for which the PMO was established. Toward that aim, four steps emerge as a practical roadmap that just about any project office can follow:

First, define a useful and usable process for project management that describes not just the "what", but the "who, when, where, and how" of the what is to be done. Don't think methodology such as "how to scramble eggs", rather think process such as "how to make breakfast for your mom and in her kitchen!" In defining the process, provide structure, and flexibility within structure with such things as scalable workflows, multiple process views, and tool options. And, don't forget the process owners, subject matter experts, and mentors.

Second, the setup of a workplace process framework. This involves a few things such as defining the PMO architecture (PPM application, collaboration platform, PMO content assets). Ensure that the content assets of the PMO are accessible and easy to use by all those involves; project managers, project team members, management and the leadership team. PMO assets to consider include processes and templates, policies and dashboards, and supporting guidance, tools and techniques, and subject matter expert knowledge. And seek to balance "technology vs. theory". Technologists often focus on the latest in product bells and whistles. PPM tool features help, but they don't replace the processes of the PMO. Likewise, theorists can sometimes focus too much on by the book knowledge and approaches that work better in theory than in practice with respect to the constraints of the organization. And lastly, in setting up the process framework, avoid project management methodology "blackholes" - such things as Gap Analyses, PMMM assessments, and methodology updates, etc. Don't take too long to learn (or have someone tell you) what you already know.

Third, use what you already know and have. Often, implementation of new project management systems are met with difficulties, to no discredit of the vendor’s application, rather on account of the fact that tool functionality was not the real problem in the first place. As Deming says, “95% of a problem is the process”. Seek to fully maximize the return on your "past" investment and use continuous improvement processes to identify, confirm, and drive changes in tooling.

And fourth, forgive human errors but not process errors. In a project management culture, every project is an opportunity for some kind of lessons learned. Expect and embrace human errors as they can serve to identify those things in the process (errors and/or omissions) that led to the problem in the first place. Some organizations even tie bonuses for project managers to their improvement suggestions.

These practical steps don't necessary need to take a lot of time or money to do. And, they can support and be performed periodically as well as before, during, or after such things as organizational and/or new tooling decisions. The end result offers to be a PMO with a improvement oriented culture based upon soundness of method that delivers projects consistently and effectively.