just to clarify - are you looking for a new scopes within the "current level of operations" of your PMO or rather for the practical tips of how to advance your PMO to the next (higher) level within your organization (then it has more to do with e.g. internal politics than with the PMO avtivies themselves).
The diffrence is - are you looking for new scope or more influence?
Kind regards,
Lukasz Saving Changes...
Juan Escobar LopezSenior Project Professional| ENELBogota, Cundinamarca, Colombia
Hi Ganesh
According to the activities that you post, I would like to ask you something:
What are you looking for? that means, are you looking more influence on the scope? are you looking to change your scope? are you looking to monitoring and controlling your project? Do you want to trace your project? Do you have a project charter?
Please let us to know.
Regards;
Juan Manuel Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
If you are going to build these project management activities into a PMO you would need to expand the role and competence for:
- Governance and business plan
- Quality management system
- Processes and procedures
- Staffing and training
- Knowledge capturing and management
- Integration within the organization
Saving Changes...
Juan Escobar LopezSenior Project Professional| ENELBogota, Cundinamarca, Colombia
Hi Ganesh
In my opinion you are doing well, that´s the way to manage a common project, but if you need more guidance, please let us to know, with type of project are you handling, because as you know, every project is different.
Regards;
Juan Manuel Saving Changes...
Rao Vasudeva GProgram Manager| Aeronautical Development AgencyBangalore, Karnataka, India
It is good to know the type of (The Powers of / Influence) PMO on the projects in your Organization, whether it is Supportive, Controlling or directly controlling the projects.
The involvement of PMO in CCB ( whether the PMO can approve/reject/update the Change Requests)
Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi Lukasz ,
Thanks for your kind Reply, I'm looking for more influence.
Request your kind guidance for the same.
If I''ve understood Henry correctly, I agree that the influence can increase as the PMO''s scope of activities expands. I would say that this is the best way and rather "formal" one.
So the formal way is to:
- find allies within the organization;
- justify the PMO''s scope extension (best by bringing up e.g. increasing size of the organization or specific project/program characteristics);
- formally approve “the change” with key stakeholders;
- perform proper change management to ensure that the change is accepted and will last.
Less formal way is based on relations (relationships). This is also much harder for one to do if it''s not "natural". If you are a good leader, or simply likeable person - by working on relations with key stakeholder you might increase you influence. People will seek for your advice as an PM expert whenever they will face strategy implementation or project –related issues.
If I were you, I would try both ways! Saving Changes...
Erik Iglesias AbellaProgram/Project Manager, Business Architect, Business Process Mgmt Consultor| ŠkoFINPrague, Czechia
Ganesh: of course the right answer is "it depends..." but I supose that you need at least some hints to create your own "mental map".
I will not write about "soft and emotional" aspects that are also critical, Lukasz Osiecki very well explained some of them,
1. new services for actual capability: try to make order in your actual services. For more, please see the text at the end of this post (one thing good for you …)
1.1. Henry Hattenrath made a great summarization about what I also should propose as more…
2. broader scope of actual services: Identify if some projects and project office, project support is not handled inside divisions still and it can be also “migrated” to your
3. new capabilities:
3.1. (Business/Process) Analysis (team)
3.2. Business Process Management (Office)
3.3. (Enterprise/Business) Architecture (Office)
3.4. Project Portfolio Management (together with project methodology and project financing/(financial/controlling) accounting
3.5. If requested by management or core business (or clients): Organization Quality Assurance (implementation of a standard or framework a la ISO 900x or EFQM or …)
3.6. complicated but maybe with good synergies: Internal audit team (it has to be separate from project/ process/QA/Archi, but, in the same division … )
3.7. Organizational Change management board office
3.8. Innovations office,
3.9. Organization management,
3.10. … … …
One thing that maybe will be for you good to do if you don’t have:
1. Make your “services catalog” (the best start with a simple mind-map, e.g. mindsmeister.com) where decomposing the capabilities into services, you will start to think about variants of the service that you are actually delivering, to who, in which quality, with which features … (e.g. "risk assessment I deliver only for big projects, not for small, and also inside that I deliver the analysis/facilitation only for certain … why? aha! because … so in the service catalogue I will have in the risk mgmt area, risk assessment, and inside that, risk documenting, risk analysis/facilitation, risk tracking, risk ownership … “) it helps you as manager to organize your ideas …
2. Then, identify stakeholders for each product/service, remember (and document) what these stakeholders also wanted from you …
3. Try to simply describe the basic features and quality of the features for each service …
4. analyze if you can improve some service, how critical it is to improve, how urgent, how easy and how “sexy” …
5. for any improvement, ideate an action ("here will be necessary a one-shoot training, here will be necessary to develop a set of regular trainings, here I will need to create some internal certification, here will be necessary a checklist, here I must to invite the HR/FIN/OPS manager to lunch and convince :-)…")
6. (for this all, a simple small excel exported from the mind map will be enough, I made this exercise more than 20 times for different clients and it takes really many times only 2 nights with a wine bottle and good must :-) …)
7. Of course, it has to be discussed then with stakeholders to ensure that they really expects these services… (prod managers are also your stakeholders)
Also: try to “ideate” a job position careers model, and you will see that it helps you when defining what should do a Junior, a normal and a senior PMO specialist, Project manager etc… and you will find a lot of necessary “services” and variants.
I propose to “quick scan” the PMP, CMMi, Prince II and maybe also ITIL and others … to identify / decompose all services that you can deliver. Saving Changes...
