rajni lalotraTechnical Project Manager | AccentureNew Delhi, India
Pls list number of activities that PMO can lead when a project is being transitioned from external organization .
Let me add to the scenario . Let's name , A = Performing organization , B = Client Organization .
B was handling their IT Infrastructure in-house and goes about outsourcing it to " A " for business reasons. " A " gets the deal , contract gets signed , PM is assigned . Project plan gets created , project team gets on boarded and knowledge transfer begins from " B " to " A " .
Pls share if we were to setup " excellence PMO " and " Governance PMO" Saving Changes...
It really depends on the mandate or services provided by the PMO. The activities related to a specific project will be quite different if it is a Center of Excellence PMO vs. a governance/oversight PMO vs. a delivery PMO...
Also, can you clarify what you mean by transition from an external organization - is the project in-flight and being taken over by an internal PM and resources?
Kiron
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1 reply by rajni lalotra
Apr 30, 2018 9:51 PM
rajni lalotra
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Thanks Kiron .
Let me add to the scenario . Let's name , A = Performing organization , B = Client Organization .
B was handling their IT Infrastructure in-house and goes about outsourcing it to " A " for business reasons. " A " gets the deal , contract gets signed , PM is assigned . Project plan gets created , project team gets on boarded and knowledge transfer begins from " B " to " A " .
Pls share if we were to setup " excellence PMO " and " Governance PMO"
Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
Kiron, I read it that way too - the project is being moved in house for some reason.
Rajni, the PMO can provide all kinds of services but in reality it will only be able to provide what it is set up to do as Kiron says. That could be training staff to deal with the new project, facilitating set up, getting the governance in place or simply providing someone to take minutes at meetings. PMO services are vast and often very specific to the organisation.
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1 reply by rajni lalotra
Apr 30, 2018 9:57 PM
rajni lalotra
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Thanks Elizabeth . Yes true , pmo shall do what it's set up to do .
I have heard few instances wherein senior mgt setup the PMO without clearly defining what a PMO is being set up for . What shall be the approach way forward in such circumstances so PMO can bring value to the project?
Saving Changes...
rajni lalotraTechnical Project Manager | AccentureNew Delhi, India
Apr 30, 2018 10:11 AM
Replying to Kiron Bondale
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Rajni -
It really depends on the mandate or services provided by the PMO. The activities related to a specific project will be quite different if it is a Center of Excellence PMO vs. a governance/oversight PMO vs. a delivery PMO...
Also, can you clarify what you mean by transition from an external organization - is the project in-flight and being taken over by an internal PM and resources?
Kiron
Thanks Kiron .
Let me add to the scenario . Let's name , A = Performing organization , B = Client Organization .
B was handling their IT Infrastructure in-house and goes about outsourcing it to " A " for business reasons. " A " gets the deal , contract gets signed , PM is assigned . Project plan gets created , project team gets on boarded and knowledge transfer begins from " B " to " A " .
Pls share if we were to setup " excellence PMO " and " Governance PMO" Saving Changes...
rajni lalotraTechnical Project Manager | AccentureNew Delhi, India
Apr 30, 2018 3:42 PM
Replying to Elizabeth Harrin
...
Kiron, I read it that way too - the project is being moved in house for some reason.
Rajni, the PMO can provide all kinds of services but in reality it will only be able to provide what it is set up to do as Kiron says. That could be training staff to deal with the new project, facilitating set up, getting the governance in place or simply providing someone to take minutes at meetings. PMO services are vast and often very specific to the organisation.
Thanks Elizabeth . Yes true , pmo shall do what it's set up to do .
I have heard few instances wherein senior mgt setup the PMO without clearly defining what a PMO is being set up for . What shall be the approach way forward in such circumstances so PMO can bring value to the project? Saving Changes...
Assuming a PMO already exists in "A", then a governance-type PMO would provide oversight on the design, development & implementation of the infrastructure management capabilities up to the point when SLAs would commence for service delivery to "B".
Alternately, a "program"-focused PMO could be established by "A" to plan & manage all the individual projects making up the transition of services from "B" to "A" assuming the scope of work is large enough to warrant this.
A Centre of Excellence PMO might provide advisory services to the "A" project team - for example, facilitating risk identification & assessment workshops.
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