Is there any standard template / structure of PMO for organizations which want to start it from scratch?
Muhammad Azhar Iqbal AnjumNational Transmission and Despatch Company Limited (NTDC) PakistanLahore, Pb, Pakistan
Normally public sector organizations in developing countries work as functional organizations where different departments work in silos. In such organizations if PMO is to be established with less resistance and in supportive role, what should be its key elements so that project management function could be made effective. Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I am living in Argetina. I worked on public sector and one of the my duties were to start a PMO from scratch. After five years we got the objectives then I could say it was successful. After that I was involved in other initiative in other countries belonging to countries in USA and Europe. I found always the same: the key point is to demonstrate to politicians that to get a PMO will give them the posibility to win the next election. So, you have to work on undestand that and sell them the idea. Other thing: find a name, forget to call it PMO. Saving Changes...
Start by understanding what the leadership expectations are for a PMO. Use a standard project chartering process to gain alignment on the purpose and high-level scope and then go from there.
If the desire is to increase delivery capability, a PMO is one option but by no means the only choice.
Kiron and Rami made valid points. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Muhammad,
understand where a PMO gets power and authorisation from.
Could be a sponsor, who has power over all of the silos, so this should very high up the hierarchy. And then what is his or her interest, what pain is to be cured by a PMO. And then time is limited, once you ease the pain the sponsor might lose interest.
Could be power from having resources other silos can benefit from, like project admin support, training, special knowledge that is sought for (not project management itself, maybe useful elements like estimations, negotiations, compliance). A PMO could be a servant leader.
The PMO must be designed and developed according to the needs of the stakeholders and high direction enterprise, otherwise, the perception of the value of the PMO will be too low and this can affect the sponsorship and lifetime of PMO.
As Rami says you can check the PMO Value Ring by the PMO Global Alliance, or if you want to know more, contact me. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Every solution has to be an answer to a problem. If the solution is a PMO then make sure you understand the problem you are trying to solve. The first question to ask when you are requested to set up a PMO is "WHY?". What do you want to achieve? A deliverable without a problem serves no purpose.
The "key elements so that project management function could be made effective" are the elements that address the problem. If time improvements is the objective then the main element is time management or scheduling; if quality is the problem then quality management is the main element; if its reporting then...etc.
Management will be much more supportive when they understand you are solving one of their problems. Otherwise they may perceive you as the problem. Saving Changes...
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