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Sergio Luis Conte
Helping to create solutions for everyone| Worldwide based Organizations
Buenos Aires, Argentina
Timothy there are a lot of threads on this matter. But at the end is the same than to create any other business unit inside an organization: from strategy formulation to decide if a new office deserves to be created to locate the functions/process or those will be distributed along the existing business units.
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1 reply by Timothy Armstrong
Aug 12, 2024 8:42 AM
Timothy Armstrong
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Hi Sergio, could you point me in the direction of these other threads? I did some reasonable searching for such a topic, but was unsuccessful in sourcing anything.
We've certainly determined a need for such an organization; however, we're looking for specific, tangible, items we can use to help implement an EPMO effectively
Keith Novak
Tukwila, Wa, USA
Timothy,
I would suggest looking at the IEEE template for a Systems Engineering Management Plan (SEMP). A SEMP documents the processes and tools used to manage some product/system from cradle to grave. I suggest it specifically because that template covers absolutely everything and while your project will probably only require about 20% of everything, finding the 20% that does apply provides better confidence that you thought your way through the problem.
While anybody can name their PMO as they like, EPMOs and COE tend to be different, often EPMOs lead a hierarchy of PMOs and COEs establish standards, curricula, and central tools for PM.
As to the creation of such an organizational unit, Sergio and Keith made good comments. I built my first PMO in 1995 and several since, these are highlights that come to mind: - know what your sponsor wants (and be prepared he loses interest once you give it to him) - make a stakeholder analysis to identify the greatest needs at least once a year (prioritize and select max 3) - broaden your power base, build alliances - building a PMO and running it require different capabilities There are many PMO concepts, including PMOGA's value ring, AIPMO's principles and services, PMOGI, The PMO Squad, and more. PMI and IPMA do not have much yet. I published a paper about building and running the PMO as an iterative program, it is on LinkedIn. ...
1 reply by Timothy Armstrong
Aug 12, 2024 1:23 PM
Timothy Armstrong
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Thanks Thomas, I'll look for that paper, as well as digging into those concepts. I suppose there's no "one size fits all" guide to standing up an EPMO, but the attempt at identifying similarities in what to do vs what not to do would likely aid my quest!
Aug 09, 2024 4:11 PM
Replying to Sergio Luis Conte
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Timothy there are a lot of threads on this matter. But at the end is the same than to create any other business unit inside an organization: from strategy formulation to decide if a new office deserves to be created to locate the functions/process or those will be distributed along the existing business units.
We've certainly determined a need for such an organization; however, we're looking for specific, tangible, items we can use to help implement an EPMO effectively
I'd like to contribute one point to the discussion. All the responses have been great so far, but there's one area that most organizations need to recognize. A good PMO should be integrated into the organization's strategic planning. With the direct involvement of the PMO, strategic priorities are brought to attention. The PMO must actively participate in creating, planning, and implementing the organization's goals and overall strategic direction.
Aug 10, 2024 4:42 AM
Replying to Thomas Walenta
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While anybody can name their PMO as they like, EPMOs and COE tend to be different, often EPMOs lead a hierarchy of PMOs and COEs establish standards, curricula, and central tools for PM.As to the creation of such an organizational unit, Sergio and Keith made good comments. I built my first PMO in 1995 and several since, these are highlights that come to mind: - know what your sponsor wants (and be prepared he loses interest once you give it to him) - make a stakeholder analysis to identify the greatest needs at least once a year (prioritize and select max 3) - broaden your power base, build alliances - building a PMO and running it require different capabilities There are many PMO concepts, including PMOGA's value ring, AIPMO's principles and services, PMOGI, The PMO Squad, and more. PMI and IPMA do not have much yet. I published a paper about building and running the PMO as an iterative program, it is on LinkedIn.
The best initiation step is to establish the Project Management Maturity of your organization, using an assessment like Kerner's scale or Berkeley Maturity model. Once known the level of Maturity, you can determine if you have the best type of PMO, considering the PMO classification: supportive, controlling, or directive. If you don't have the best type of PMO, you can consider a transition to another PMO type, according to the new practices of your company. Then, you can start to establish processes, methodologies, and templates, adequate to the new type selected, or refine the actual methodologies if the PMO type is still the same.
Creating an EPMO is an exciting step in growing your organization's project management capabilities. Before diving into tools or processes, it's essential to first understand your organization's structure and culture. A successful EPMO should align with the strategic goals of the business and support the PMOs under it.
Thomas Walenta has mentioned important PMO concepts.
Francisco Matheus Chagas
Community Champion
Project & PMO Manager | Research & Enterprise Mentor| GFB Holding
SALVADOR, BA, Brazil
Good morning! The PMO Value Ring methodology is indeed a valuable framework for establishing a Project Management Office (PMO). Created by Americo Pinto and now part of the PMI's offerings through the PMO Global Alliance, it provides a structured approach to ensuring that a PMO delivers maximum value to an organization. |
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