Rochelle HoodPresident and Managing Partner| PINK ConsultingMelbourne, Fl, United States
We are early in the process of setting up a PMO. I would greatly appreciate any examples of role & responsibility documents and/or job descriptions for Project Manager, the PMO office/Project Control Manager (or whatever your org calls the mgr of the PMO) and the Project Controller and Project Estimator. Thanks!!! Saving Changes...
I believe it is important to identify first what is the role of your PMO. What would be the involvement of the PMO in managing projects?
- Establishing and maintaining project management (PM) related processes, policies and procedures?
- Maintaining the PM tool box (templates, checklists, etc.)?
- PM quality assurance and control?
- PM professional development?
- PM resource management?
- Project portfolio management? And so on…
Clarifying the role of your PMO will help you define the roles and responsibilities of the PMO team.
I would only add that there are a lot of PMOs that are abandoned because they are perceived to add only overhead. In many cases the perception is true…
My suggestion would be to what is the value your PMO will add based on what are the current challenges of the organization when it comes to projects. Put together a roadmap for your PMO with the first phase aiming to address only 1 or 2 challenges. This approach will give you the opportunity to show value very quickly, learn from your mistakes and develop a PMO that fulfills the specific needs of your organization.
Saving Changes...
I reinforce Sorin's advices.
Define SMART objectives, get your team ready, get your management's sign off and release a first version of your PMO. Divide to conquer.
Setting a PMO is a program where each project increase PMO's value.
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Anonymous
There are many variations on the PMO theme depending on the needs of the organization. If you start with “What problem are you trying to solve?” and work from there, your organization will adapt the PMO to its needs. And, if the PMO is meeting needs, then it won’t be abandoned. There are so many books on the topic that what can be contributed here will only be a brief insight into what is possible. I’d take a look at “The Strategic Project Office: A Guide to Improving Organizational Performance” by J. Kent Crawford and “Advanced Project Portfolio Management and the PMO: Multiplying ROI at Warp Speed” by Gerald I. Kendall and Steven C. Rollins Saving Changes...
Jack BlackChief Project Officer| PMConnectionJackson, Oh, United States
You will find find an article on identifying your PMO's role, as well as a breakdown of various roles and their responsibilities within the PMO from here: http://tinyurl.com/5asamv Saving Changes...
Gary DrummCEO - Sr. ITSM Consultant| Drumm Consulting GroupKennedale, Tx, United States
SMART objectives would be:
- Specific - Be specific about the goals you're trying to achieve with your PMO.
- Measurable - Be able to measure the success or failure of those specific goals.
- Attainable - Make cure that your goals are attainable.
- Realistic - Make sure your goals are realistic. Some could be attainable, but unrealistic.
- Timely - Make sure that this is the right time within your organization, though sometimes you just have to rip off the Band-Aid and get it done. :) Saving Changes...
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
