Kathleen BrosnanIT Project Manager| Certified LabratoriesAmity Harbor, Ny, United States
Good day PMI team.
I have a question I hope someone could help me answer. I am working on setting up a PMO at my company and really have no idea where to start.
I do know that processes need to be identified and published and documentation templates (Project plan, Business Requirements, Functional requirements,Technical requirements, Design, Test, Traceability matrix) are necessary. Can anyone please point me in the right direction to get this off the ground?
Thanks so much in advance!!
Best regards,
Kathleen Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
I second Alisha in starting with asking the stakeholders what they expect a PMO could help them.
In particular the PMO sponsor is key to establish the initial purpose of the PMO, as Kiron said. They are funding the PMO, why? Write it down and make it public.
And also, do not forget the core recipients of your services. the project managers. They will give you a hard time if you do not fulfill their needs but rather add PMO work on their shoulders.
Be aware of the statistics that most PMOs die after 2-3 years. One reason for this is that they do not adapt to new priorities and sponsors loose their interest.
And get a mentor.
Thomas Saving Changes...
Mishirika ScottPMO Portfolio Manager, IT Strategic Initiatives| University of California, Los Angeles (UCLA)Greater Los Angeles Area, Ca, United States
Hi Kathleen - thanks for reaching out to the community with this important topic. Admittedly, setting up a PMO will look very different across industries (and organizations). Here are my top 3 tips based on what I think my business unit did well in establishing our PMO:
- Create a PMO Governance Board, preferably consisting of supervisors from each business unit at the org (e.g., service desk, security, BRM, etc). This helps with keeping momentum strong and with allocation of shared resources for high impact projects when the time comes. Shared ownership is key!
- Set up recurring weekly meetings for the PMO Gov. board to meet to discuss progress, remove roadblocks, and identify what’s next in setting up the PMO (and later which projects to bring in)
- With the Gov Board, agree on tracking and performance tools for the PMO (e.g., PowerBi and Meisterplan).
It goes without saying that the CIO, CEO, Dean, or whoever will “own” the PMO needs to be the Champion Sponsor for the PMO (as a whole). This person may not be in all the meetings, but should be able to remove roadblocks, negotiation matrixes resource needs, and approve budget spend, for example.
Stay encouraged on this journey, knowing the benefits of establishing a PMO far outweigh the lift of the work effort.
All the best. Saving Changes...
Leigh HastyWorkfront Product Specialist| Quad GraphicsSparta, Mo, United States
If you are looking for some assistance in walking through the process, I suggest working with Laura Barnard at PMO Strategies: https://pmostrategies.com/. Saving Changes...
Luiz BrianiCorporate PMO Manager| Sao Paulo Metro CompanySao Paulo, Sp, Brazil
Keep in mind that in some cases, implementing a PMO can be a culture change in the company. Make sure you have the sponsorship you need to make this change and forge alliances with key areas to support you on this path. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
I do agree with Kiron and Sergio. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
