Allen RuddockDirector| ARRA Management LtdLondon, United Kingdom
There are a number of key pre-requisites for an effective PMO. Having the right sponsorship and remit are the most critical. Staffing the PMO with the right people - proactive experienced people with at least a smattering of delivery experience mixed with enthusiastic and technology literate less experienced staff is the second key to success. Third, and often either overlooked or not paid enough attention to is the controls framework the PMO is going to own and drive.
Project and programme managers like clarity, stability and minimal bureaucracy. A good controls framework dleivers on all three fronts. A clear framework sets expectations and clearly explains why information is collected and how it is used. 'No surprises" is the byword here.
So what does the controls framework cover? Here's the shopping list:
1. Process areas:
a. Status reporting
b. Risk, issue, assumption and dependency management
c. Planning
d. Resource management
e. Financial management and reporting
f. Programme change control
g. Infrastructure change control
h. Communications management
2. Tools and systems
a. Document Library
b. RAID Log repository
c. Change Control Log(s) repository
d. Planning tool(s)
3. Key artifacts
a. PMO Handbook
b. Detailed process descriptions
c. Programme Charter or Directive
The PMO Handbook is the bible here. It describes not only what each process, tool or system is, but why they exist and the data that is collected and analysed, and why.
How does your PMO stack up against my model list? I'd really appreciate your feedback.
Saving Changes...
Sort By:
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Allen,
it all depends on the specific goals for a PMO.
The PMO I am currently working on is quite different from your controls points:
1. a, b and h OK, the rest: no, but we add
- Portfolio Management (demand and selection process)
- PM Culture establishment
regarding d resource mgmt, it is too early for us to handle it in the PMO
2. a OK (sharepoint), and a portfolio risk register (b RAID is per project). we add
- Portfolio list
- requirements mgmt tool
- Kanban walls
3. we add
- templates, checklists, reports Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi Allen,
Very valuable topic you have brought it down to the table.
I'm working as PMO and i share my views here :
1. Process
a, b, c, e - are covered by me.
2. Tools and Systems
a, b, d are covered by me.
3. Key Artifacts.
Nil. Instead we have governance documents in place.
I like your PMO handbook concept.
My PMO work is as follows :-
1. Reporting (All types of reports)
2. Configuration Management (in Sharepoint Project Documentation)
3. QA (Checking the compliance of each project meeting, as per governance documents).
4. Project Manager - Faciliation on documentation and other reporting works.
5. Program Manager - Faciliation on client manager visits
6. Admin - Minutes / Logistics for all Project / Client related meetings.
