Am a first-timer to this Board ... new to the world of PMOs ... and in just my first full week of a new job.
Our company is in the start-up phase of its PMO (enterprise level), and the boss tasked me to "develop the processes/templates" associated with what he calls the strategic analysis work the PMO will be doing. His intent is for the PMO (me in particular) "...to analyze industry and project corporate knowledge against our company's strategic and operational business plans." I will also, "set responsibilities, organize and routinely vette company personnel who have a special knowledge in areas important to the company ... and will provide this analysis to senior leadership for debate and decision; subsequently updating the company's strategic and business plans."
After staring at this charter like a pig looking at a wrist watch (the boss isn't available to expand/better define his request), I thought I'd cast my line out in here, hoping that one of you PM/PMO experts might help translate and point me in the right direction. Also, if there are any articles, white papers, etc., that might help, I’d appreciate that, too.
I have to brief my recommended approach, to include processes and templates, this coming Monday, so any and all help/advice will be greatly appreciated. Saving Changes...
congratulations on your new position. I think your boss dropped you into the deep end of the pool to learn to swim. In answer to to your request there is a GIG here: PMO Roundtable Type: Common Interest ( PMO ) that should be of interest and help.
More directly: I am assuming that you have analyzed the current business strategies and plotted how each of those support the corporate mission and goals. If they don't - which is likely, I would suggest that your first task is to identify how your can unify those processes to support corp mission and goals. Easy to say - hard to do.
If there is currently a methodology for management of projects - where is that documented? Is it documented? Who is the currently owner/developer of that process? Your task is to provide process and templates, for what kind of development? Software? Hardware? Bridges, Roads, Buildings? Each will have similar, but unique aspects to your process solution. For your business, what are the key measurements used to understand the health of projects? Does the current process document and support those metrics or are they developed in an ad hoc manner manually?
Lastly: you didn't mention your current level of general project management knowledge. Understanding basic PM process will be critical. Your boss seems to think you already have the basics down - and he/she's asking you to apply that knowledge - so what time is it? Saving Changes...
Anonymous
Donald,
Much appreciate the quick turn and the advice. I'm brand spanking new to the PM world, but do have considerable background in organizational management and leadership that has equipped me with some hands-on PM-type work, so I'm not a total neophyte. However, that said, I haven't been formally equipped/introduced to the specific PM skillsets, or know-how in regard to PM tools, that I will no doubt need to be successful in this position. To that end, I will be going through a certification course this next month. Hopefully, that will equip me sufficiently enough to be at least able to tread water whilst I learn to navigate the deep end of this pool!
I'm in the defense contractor business ... with a small company that provides engineering services to the US Department of Defense. The company has seen considerable business growth since 2004, and has now reached the tipping point of where it must formalize and codify its processes and procedures to a far greater extent than currently exists. Its current ad hoc approach to business is something leadership realizes they can't continue to engage in if the company is continue long-term growth and viability. This standing up of an enterprise PMO is just the first step being taken in recognition of that fact.
Back to my task at hand, I've broken down my previously mentioned charter into individual tasks (WBS-like) and am now working on formulating some recommended approaches/steps/processes that I believe will be needed to successfully accomplish each task. My intent is to at least some semblance of a "flotation device" with me as I go into my session this Monday. I'm sure I'll get plenty of "guidance" as to what the boss really wants/expects.
Again, appreciate your thoughts/advice ... very helpful. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
Seems like you have an excellent opportunity, congrats on your new role.
First, what is needed is a good understanding of the pain points which caused the creation of the PMO office in the first place.
worthey briscoSenior Program Manager| TEAM Integrated EngineeringSan Antonio, Tx, United States
Elyse,
sorry about the delay in responding. Really appreciate the info and the links ... all very helpful! I've already used you "top ten" link in discussions with my boss--quite the eye opener!!
Worthey;?
Tip #1:
Spend time understanding the culture; this will payoff tenfold.
Tip #2:
Get the buyin from key stakeholders, vet your plan, get their input & buyin
Tip #3:
Deming PDCA
Let me share a few comments:
You should consider pulling together a program charter, defining the scope, goals, objectives, mission for the program aligned with organization strategic plan. This is the roadmap you will use to define and develop your PMO. You should be able to find templates on this site.
I assume other staff exists in the new PMO; or will report to the PMO; include their input and get their buyin.
Clarify the role of the PMO: reporting/performance or supporting PMs and providing tools, tips, coaching and mentoring.
Identify if you are creating a Project, Program or Portfolio Management Office. - understand the difference
Governance will be a very important part of your plan; without governance and policy it will be difficult to implement a performance based PMO
Get to know your stakeholders and get their buyin.
Lots of knowledge here on gantthead.com. Join, learn and participate.
Worthey;?
Tip #1:
Spend time understanding the culture; this will payoff tenfold.
Tip #2:
Get the buyin from key stakeholders, vet your plan, get their input & buyin
Tip #3:
Deming PDCA
Let me share a few comments:
You should consider pulling together a program charter, defining the scope, goals, objectives, mission for the program aligned with organization strategic plan. This is the roadmap you will use to define and develop your PMO. You should be able to find templates on this site.
I assume other staff exists in the new PMO; or will report to the PMO; include their input and get their buyin.
Clarify the role of the PMO: reporting/performance or supporting PMs and providing tools, tips, coaching and mentoring.
Identify if you are creating a Project, Program or Portfolio Management Office. - understand the difference
Governance will be a very important part of your plan; without governance and policy it will be difficult to implement a performance based PMO
Get to know your stakeholders and get their buyin.
Lots of knowledge here on gantthead.com. Join, learn and participate.
Good luck!
~Naomi
Saving Changes...
worthey briscoSenior Program Manager| TEAM Integrated EngineeringSan Antonio, Tx, United States
Naomi, thanks for the feedback ... will definitely take it to heart and put it into practice.
- You should consider pulling together a program charter, defining the scope, goals, objectives, mission for the program aligned with organization strategic plan.
# Charter's an excellent idea ... we do need that guidance. Part of my informal charter is to lead company efforts in creating a usable strat plan. Past efforts have stalled/not gotten beyond the development stage for a variety of reasons. My task/objective is to get it out of the binder, bring it up to speed, and into practice. I'm presently putting together a WBS breakout and a time line for doing so. My efforts will include getting input/buy-in from a diversity of stakeholders.
- This is the roadmap you will use to define and develop your PMO. You should be able to find templates on this site.
# I'll definitely look around for an example
- I assume other staff exists in the new PMO; or will report to the PMO; include their input and get their buyin.
# Yes, there are a few other charter members; we meet weekly to discuss our progress on our assigned tasks ... mine being strategic analysis
- Clarify the role of the PMO: reporting/performance or supporting PMs and providing tools, tips, coaching and mentoring.
# We're working on doing that now ... pretty much just at the beginning stages.
- Identify if you are creating a Project, Program or Portfolio Management Office. - understand the difference
# Ours is a PMO; we'll not be doing any portfolio or project management ...
-Governance will be a very important part of your plan; without governance and policy it will be difficult to implement a performance based PMO
# Agree; I've read some article on governance and recognize its importance to our organization.
- Get to know your stakeholders and get their buyin.
# Definitely! I've got a long history of building partnerships/alliances and will do likewise here
Again, thanks for taking the time to provide me with your thoughts!
Worthey Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Hi Worthey, great post and replies by all. I would add two things for your consideration. First, for many organziations seeking to set up a PMO, it is very easy to have good start and then get off track. Naturally, before such decisions as people, process, and tooling, it is very helpful and imprtant to have and understand the business reason, as set by top management - not the PMO manager, for the existence of the PMO, their PMO. From that foundation, a lasting and useful construct can be established. For someone new to the PMO or even an old pro seeking to get a fresh read on how to set up, manage, and improve a PMO, I would recommend the book, Business Driven PMO Setup - Practical Insights, Techniques, and Case Examples for Ensuring Success, published by J. Ross Publishing, 2009, 500 pages. I along with 22 PMO managers from PMOs all over the world of different shapes and sizes authored this work.
And second, for most organizations, the inner workings of a PMO involve and require quite a bit more than any one vendor product offering such as a Project Portfolio Management application can do. And, this is to no discredit to the many fine vendor PPM applications out there on the market. When it comes to setting up and managing a PMO, more and more organizations are implementing an architecture approach for the PMO that puts all of the PMO puzzle pieces together (those that you already have and those that you need) enabling the PMO to rapidly get started, take root, and continuously improve. More information on what PMO Architecture can be found at gantthead per the following links:
