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Establishing a PMO is not a recipe-driven initiative as the specific mandate for a PMO will vary company-to-company based on the rationale for its inception. I'd start by getting a PMO charter developed and approved by your leadership team - this charter should articulate the vision and mandate for the PMO and will be a good way to ensure there is shared understanding across your executives.
You are absolutely right. It's a bit late for a charter as the PMO is already established and blessed by the board and C-suites, and got the buy-in as well. While there are some ideas about the governance and function of the PMO, I want to ensure that our PMO follows best practices. What I am looking for are guidelines and I will definitely setup the PMO to match our need.
I found a couple of PMO certification but I'm not sure which one to go with, any recommendations?
I appreciate your support.
What kind of PMO do you have? and what is the purpose of your PMO has in relationship with the company.
I think you have to answer these question and we can find out the best practices we can adopt.
Is not something special. You have to use the same way that you use to create any other business unit inside the organization. Is a matter of business analyst work and is about to crete a solution. In this case, the solution to the strategical need of transformation (you are transforming your organization because you are creating a new business unit) is to create the PMO what does mean to create a physical place to concentrate portfolio/program/project management functions.
I can't explain the situation we are undergoing in public. All I can say is that it's a new organization, supportive PMO, and I want to do some reading about PMO best practices.
Any specific books or certifications do you recommend?
There is a lot information, books, methods - about how to start a PMO - google 'build PMO'. A book I liked is
It is from 1998 and not much has changed since.
My own 5 cents: https://www.slideshare.net/walenta/buildin...rogram-64492923
Some questions to consider
- is this PMO build based on a crisis or problem or to level up PM maturity in´ general? Most are build to solve a specific problem and most are abandoned after 2 years, do you want to sustain the PMO?
- what if the PMO sponsor leaves or looses interest after a year or so?
- what authority does the PMO have - supporting, standard setting (compliance, transformational) or running projects - many PMOs are on the 2nd stage, it means they are trying to change how people work - be sure you are aware of change management practices (e.g. prosci, ocm)
- have you done a stakeholder analysis - the people who pay you are not the ones who you serve
- is there a business case (cost vs benefits or even savings) - are benefits documented and agreed to?
- is the PMO leader part of the management team (not only reporting)
This is one of the best webinar's that I've seen regarding PMOs:
Thank you so much for sharing your slides. This is the type of reading\guidelines I am seeking. I wasn't sure about the book since it was published in 1998, but after reading your slide, I'll order it and read through it. Please let me know if you have a visit to the middle east.
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