We are assessing the benefits & challenges of implementing an enterprise wide PMO for the purpose of developing, maintaining, and promoting consistent Program/ Project Management practices. The model is geared towards developing a centralized PMO, staffed with internal PM SME's, who will research & develop the Program/ Project management best practices. The consultants will also get engaged early in the life of a Programs/ Projects to initialize and put in place PMO's for Programs, provide expert advice during initialization and planning phases, and thereafter act as consultants on an as needed basis. Does anyone have any experience to share on this subject? Any advice/ comments/ suggestions on this topic are appreciated. Saving Changes...
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Jan SchillerPartner and Chief Project Officer| Berkshire Consulting LLCArizona, United States
The first advice I might offer (without knowing the size of your enterprise and level of top mgmt commitment to your PMO and its objectives) is to achieve the enterprise aspect of your objectives in stages. I just recently delivered a PMO supporting one area in a Fortune 500 company, with plans to grow it to support an entire department. Start in an area with a high probability of success, and know where you want to be when the PMO grows up so you can continue to demonstrate success and value add as the PMO expands.
The second advice I can offer is create and execute (and continually fine tune) your communication plan for the PMO. PR and visible success will help create demand for the PMO services, changing the nature of achieving success from a push to a pull model.
Finally, know what your PMO is and is not. Nothing kills success of a PMO like not meeting expectations that you never set.
Please post again if you have additional questions. Saving Changes...
So how did the pmo set-up go? Enterprise PMO from my experience has consistently failed to deliver any real value in the City. Alot of momentum seems to be created about generating standard processes for the intiation, delivery and closure of projects and very little attention to understanding the impact of governance, and how that might differ at an enterprise wide level as opposed to a 'project office' within a single business unit. Typically the PMO only gets as far as creating a reporting forum and does not mature into a strategic forum addressing strategic fit and portfolio management aspects. This involves taking governance to a new level. A pre-requisite of which is having a very clear statement of the business objectives which can be applied unilaterily to programmes, projects, etc. Conclusion - at set-up a true enterprise wide PMO ('strategic PMO') should focus less on generic processes and more on understanding the obejctives and designing the appropriate governance regime. Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Adam, I agree with your observations, passion, and call to focus on objectives and governance. However, this is core ePMO. The business objectives and governance process is itself a generic and required PMO process and part and parcel to the Enterprise PMO. Without them, you don't have an enterprise PMO. I can speak directly for over 100 customers that use our project management process solution, Processes On Demand, to rapidly set up their ePMO and to provide easy to use and effective processes for project management, SDLC, change management, governance, portfolio management, and continuous improvement. Rather than shy away from generic processes at time of setup, I would seek to focus specifically on processes (PM, Governance, PPM, etc.) and especially on continuous improvement so that organic CMM and PMM maturity can take place and ideas for improvement can be continually received and implemented. Adam, I would be delighted to put you in contact with some of our customers who have had a very positive PMO setup and have had real and measurable value delivered to the enterprise. Hope this helps. -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
Joseph WhartonPM Consultant| J Wharton ConsultingLafayette, Ca, United States
I am new to Gantthead. Where can I locate a PMO guru for a two month advisory role during the implementation of a PMO in a major financial institution? Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Joe, you might want to have a chat with John Schlichter of OPM Experts. John led the PMI development effort for OPM3 and subsequently founded OPM Experts where he has helped a number organizations in the areas of PMO implementation and organizational project management maturity. The link to his firm is: http://www.opmexperts.com Good luck..! -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
