Timothy ArmstrongSr Technical Project Manager| Digital Federal Credit UnionManchester, NH, United States
As question title suggests, looking for any and all advice or previous experience on the creation of an EPMO. Ideally, any tools, processes, organizational structure, or general feedback/well-wishes would be appreciated!
For some background, I'm the Sr Technical PM for a moderate-sized credit union in New England. We currently have a PMO, but as we develop and grow organizationally, we'd like to adjust our practices accordingly, especially in the development of a Center of Excellence.
Thanks! Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos 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
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. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
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.
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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!
Saving Changes...
Timothy ArmstrongSr Technical Project Manager| Digital Federal Credit UnionManchester, NH, United States
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.
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 Saving Changes...
Joseph ParkerHead of North America PMO| Miltenyi BiotechFredericksburg, virginia, United States
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. Saving Changes...
Timothy ArmstrongSr Technical Project Manager| Digital Federal Credit UnionManchester, NH, United States
Aug 10, 2024 4:42 AM
Replying to Thomas Walenta
...
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.
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! Saving Changes...
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. Saving Changes...
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.
Have you had conversations with your leadership team to understand their vision for the EPMO and how it can support overall business goals?
Project & PMO Manager | Research & Enterprise Mentor| GFB HoldingSouth America, 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. Here are some key steps in the PMO Value Ring methodology: 1) Map Key Stakeholders: Identify and understand the needs and expectations of all stakeholders who will interact with or be impacted by the PMO. 2) Understand Desired Benefits: Clearly define what benefits the organization expects from the PMO. This could include improved project delivery, better resource management, or enhanced strategic alignment. 3) Associate Functions/Activities: Determine which PMO functions and activities are necessary to deliver the identified benefits. This ensures that the PMO's efforts are aligned with organizational goals. 4) Define PMO Services: Based on the identified functions, define the specific services the PMO will offer to its stakeholders. 5) Establish Performance Metrics: Develop metrics to measure the PMO's performance and its contribution to organizational objectives. 6) Implement and Adjust: Implement the PMO structure and continuously monitor its performance, making adjustments as necessary to optimize value delivery. This methodology emphasizes a benefit-driven approach, ensuring that the PMO is not just a bureaucratic entity but a strategic partner in achieving business objectives. If you have any specific questions about implementing the PMO Value Ring methodology, feel free to ask!
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