I have been looking at my company from many aspects recently and have come up with the conclusion that a PMO would provide the necessary processes for bridging our information gaps throughout the organization. Have any of you had any hands-on experience on submitting a proposal on this to your COO? or any tips on what to include in the proposal? any help at all would be greatly appreicated.
Edwina Saving Changes...
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Michael BrownProject Manager| JPMorganChaseDeerfield, Il, United States
Edwina,
There are some great discussion threads and ideas on PMO's out here - scan through them - you'll find some great ideas! Also, get yourself a copy of Thomas Block's book "The Project Office." Some people love it, others less so, but it's a really simple little book that will best help you organize the features your office might provide, along with the benefits attributed to various functions. Saving Changes...
Mark MullalyPresident| Interthink Consulting IncorporatedToronto, Ontario, Canada
Edwina:
I would be interested to know what led you to the conclusion that a PMO will help you provide processes to bridge the gaps? What are the challenges you are encountering, and the outcomes you are looking to deliver? What aspects of a PMO do you feel will address these problems?
While part of the reason that I ask this is curiousity, more importantly this is the information that you need to convey in making a case for change:
What are the problems you are encountering today?
Why are the problems occurring?
What is the proposed solution to resolve the problems?
How will the solution address these problems and to what degree, and what will still remain unresolved afterwards?
Ideally, you don't want to rely purely on anecdotal evidence. Try to establish performance measures or gather statistics to support your arguments, both in terms of why the problems are there and in demonstrating that the solution can address the problems effectively.
Finally, in recommending a solution, the best approach is an incremental approach where impacts can be validated, rather than recommending a wholesale change that requires a leap-of-faith commitment. Not to say that implementing a PMO isn't the right solution, but you need to provide a low-risk means of ensuring your audience that it is the right solution.
I hope this helps, and look forward to continuing the discussion.
I have vast experience in PMO proposals and set-up. I will help you in this matter. Please contact me at 847.452.2936 Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Hi Edwina, you no doubt have many responses already with tips for proposing the idea of a PMO to a COO. I would like to share with you two ideas for your consideration. The first idea is for you to meet with your COO to confirm your understanding of his/her most pressing objectives and then the key challenges that stand in the way of those objectives being met. I would base my proposal on a solution that can be clearly seen as a way to overcome the challenges and issues that need ot be addressed in order for your COO to be successful. I agree with Mark Mullaly's post and the notion that the decision to set up a PMO should not be a leap of faith or require wholesale change, rather it is a business decision. The justification for a PMO should not be centered on anecdotal evidence or the desire to change the organization in a "quantum shift" way just to meet the latest buzz offered by the project management community of pundits. So, avoid the hype and prepare your proposal with the singular purpose of meeting the obejctives of your COO. The second idea that I would like to share with you is to reflect just a moment why so many PMOs fail and fail miserably. Research that our firm has done reveals failed PMOs go about PMO setup in a very similar fashion. Typically, they first focus on ORGANIZATION. Next, they focus on implementing a PROJECT/PORTFOLIO MANAGEMENT SYSTEM. Next, they focus on PM TRAINING. And last, they focus on their PM PROCESSES in terms of truly having a defined, used, and managed project management process framework. In short, the tried and proven recipe for a failed PMO setup is 1) re-organize, 2) buy an expensive PPM application, 3) expend further PMO budget on a PM training program, and 4) define and use your PM processes and best practices. Though software vendors, PM training firms, and PM consultants push this approach and no doubt recognize it for the sales opportunity that it presents, I would strongly recommend avoiding it. Another option for PMO setup, one in which our client research has shown to ALWAYS be successful, is to simply reverse the order of how so many failed PMOs proceded. That is, first focus on your PROCESSES and best practices for the PMO. This includes your Project Management Process as well as processes and best practices for Portfolio Management, Governance, and Continuous Improvement. Next, based upon your lessons learned feedback and continuous improvement process documented recommendations from your PM Process, your Portfolio Management Processes, and other best practices, etc. determine if there are needs for training as well as if there is an opportunity to achieve improvements via upgrading or replacing your PM tools and/or applications. The idea is that investments in vendor applications should be driven by your continuous improvement process, not by vendor sales pitches and PM pundit opinions. Next and often last, organization issues can be addressed - but again, based upon lessons learned and your continuous improvement process - not one's desire to build an empire or to command all of the resources and budget, etc. Organizational solutions for the PMO can take many different forms from functional to projectized. Many firms are now seeking to set up "virtual PMOs" in which there are minimal organizational changes if any. Don't confuse this approach to setting up your PMO as going slow. In fact, defining your processes first will enable you to rapidly respond to improvement opportunities and keep the effort on track. I hope these ideas help. We have a number of clients that have justified and successfully set up their PMO in this manner. If you would like, I would be happy to put you in direct contact with some of them. Good luck..! -- Mark Perry, Vice President of Customer Care, BOT International Saving Changes...
