Many questions has been asked as to what Size the company should consider having a PMO?
Is it to small to start a PMO? How should you determine the size required to start the PMO?
What influence does a PMO has instead of a PM?
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Patrick QuirkManaging Partner| FOQUS Partners LLCLexington, Ky, United States
For smaller organizations, it tends to be a question of what aspects of PM, a PMO and similar efforts are practical for that organization.
I've implemented PMO, portfolio management and PM practices at organizations with as few as 25 people. The core concepts of prioritizing your initiatives, resource management, issues management, sponsorship, etc. are all just as important to small organizations as large organizations. The difference tends to be scale.
In some cases, a PM can informally perform many of these functions if they have a strong relationship with the leadership of a small organization. In other cases, leadership of small organizations may prefer to have the formality of portfolio and program management above and beyond their PM practices.
Your note is highly appreciated. Leadership stems a lot in formality especially when it comes to small organization.
With a office staff of 35 & a offshore staff of 500 it is going to be quite a task.
Regards,
Susan Samaroo Saving Changes...
Peter TaylorVP Global PMO and Keynote Speaker/Author| DayforceNewent, United Kingdom
You might check out my post on 'The Balanced PMO' which might be useful - I also have helped implement a PMO in some small organisations - in one case only 20 PMs Saving Changes...
Dr.Vijayakumar RamasamySenior Project Manager| RnD Project Management/NPIKuala Lumpur, Malaysia
i've been in a PMO consist of just 14 PMs, but managing ~90staff with dozens of projects. I do believe weight of the project management is far more important than number of PMs. Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
Hi Susan
Adding to the input from Vijay and Patrick, the PMO will be a new organization inside the company, and it will provide oversight to project teams, and be the creator and monitor for the business functions for project, program and portfolio management. In supporting the project teams, the PMO will develop long term planning for projects and PM staff, and it will leverage resources, coordination and decision making on project execution with other business units within the organization.
Henry Saving Changes...
Luigi PavoneProf. Dr. Administrator at Azteca university----| www.univ-azteca-edu.usWailuku, Hi, United States
Hi, Susan, and all participants
In my opinion, any PM with graduate degrees such as MBA or DBA with experience in the management of a medium or large size company can easily achieve that duty.
On the other hand, many candidates that have a PMI certificate, with knowledge of some functions learned from reading PMI stories; are useful to start some small projects/ jobs, if that candidate knows how to build a strong relationship with the leadership of the organization on all levels. There is a question mark here (IF).
I myself would prefer to have a candidate with a graduate degree in business, that has some knowledge of program management above and beyond any PMI certificate that holds a high school diploma.
Dr. Luigi Pavone DBA - PhD. in Marketing economics. Saving Changes...
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