If your organization has decided to take the next step to setup New PMO. You're one of the people who's been helping to manage projects so far. To set up NEW PMO in the organization, from where will you start? Or how will you set up New PMO? Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
The key point is to create a project to setup the new PMO. That means to start with a plan as for any projects and including all the knowledge areas. The starting point is to work with the organization to define and to scope the set of services to be managed by the PMO (Project/Program Management support, Portfolio Management, Account Risks, Management, …). Then you can start to plan for this PMO Implementation project.
From my experience it is a really interesting but complex project.
The key point is to create a project to setup the new PMO. That means to start with a plan as for any projects and including all the knowledge areas. The starting point is to work with the organization to define and to scope the set of services to be managed by the PMO (Project/Program Management support, Portfolio Management, Account Risks, Management, …). Then you can start to plan for this PMO Implementation project.
From my experience it is a really interesting but complex project.
Thanks Philippe . Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Much has been written and said about how to setup PMOs. Google it. I agree with Philippe that it should be handled as a project.
A few things from my experience
- most PMOs are setup because of a crisis/problem and have a clear sponsor at this time (who wants to tackle that problem) - when the problem is solved, the sponsor often looses interest and PMOs who did not plan otherwise may end without a purpose and justification and die (average PMO lifetime is 2 years)
- so if you want to survive (should you?), you have to re-invent yourself permanently, which means it is no longer a project, but a series of projects, I see it as program
- once a PMO is established it has created some assets, mostly processes and policies. These have to be operated and adapted over time, which can be seen in PMOs who rather are an administrative office, attached to Finance or other more relevant functions. I see this as a PMO failure, as the PM maturity of the organization is stalled. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Starting point - what is the motivation behind the new PMO? What was wrong with the original, e.g., what problem are we trying to solve.
1. investigating the status quo as Andrew mentioned.
2. investigating the structure of the organization, i.e., OBS
3. drafting the new structure
4. making a decision Saving Changes...
We're actually developing a tool to aide PM's in determining what it is they need as far as staffing for a PMO. It is a rather large questionnaire that is given to the PM which helps them determine what types of positions need to be staffed depending on the size and complexity of the project. Saving Changes...
Timothy GavaghanDepartment Head| Department of the NavyWaldorf, Md, United States
Ganesh,
Thanks for posting that link. I found the article very useful. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The same path the organization followed to set up any other business unit (BU). 1-decide the functions/process the organization needs to implement to the strategy (project mangement functions/process in this case). 2-decide if it deserves to locate those into a new BU. 3-if the answer to 2 is yes then create the new BU and call it PMO or some other name you think fits. Saving Changes...
