In an environment where a formal PMO will not be implemented (but one could argue, is needed), what types of informal PMOs have you seen (or implemented)? Do they work? Saving Changes...
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Linda ZinnDirector, Enterprise Project Management Office| FlightSafety InternationalRutherford, Nj, United States
We started our IT PMO as an informal PMO by starting to do the work that needed to be done and operating as one even without the official anointing. Eventually people received the formal title of PMs but it would never have happened if we hadn't been willing to take on the additional responsibility and show the value. It's hard for companies to make the investment without the proof of what it can do.
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1 reply by Abigail Whitmore
Jun 16, 2016 7:33 PM
Abigail Whitmore
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Thank you, Linda. I appreciate the insight.
Is it safe to assume, this team also had a formal role (or "day job) while performing this informal role of PMO? If so, what were the types of formal roles they had?
We started our IT PMO as an informal PMO by starting to do the work that needed to be done and operating as one even without the official anointing. Eventually people received the formal title of PMs but it would never have happened if we hadn't been willing to take on the additional responsibility and show the value. It's hard for companies to make the investment without the proof of what it can do.
Thank you, Linda. I appreciate the insight.
Is it safe to assume, this team also had a formal role (or "day job) while performing this informal role of PMO? If so, what were the types of formal roles they had?
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1 reply by Linda Zinn
Jun 17, 2016 9:07 AM
Linda Zinn
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Yes we all had FT jobs in IT or Competitive Advantage (both under a CIO/CIO equivalent). I was responsible for Application Development, another team member was responsible for network operations, another was an application manager and the fourth was a green belt working on continuous improvement. For most of us, planning and managing projects fell under the purview of our responsibilities but it was adhoc at best and there was no cross-IT perspective, it was very silo based.
Saving Changes...
Linda ZinnDirector, Enterprise Project Management Office| FlightSafety InternationalRutherford, Nj, United States
Jun 16, 2016 7:33 PM
Replying to Abigail Whitmore
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Thank you, Linda. I appreciate the insight.
Is it safe to assume, this team also had a formal role (or "day job) while performing this informal role of PMO? If so, what were the types of formal roles they had?
Yes we all had FT jobs in IT or Competitive Advantage (both under a CIO/CIO equivalent). I was responsible for Application Development, another team member was responsible for network operations, another was an application manager and the fourth was a green belt working on continuous improvement. For most of us, planning and managing projects fell under the purview of our responsibilities but it was adhoc at best and there was no cross-IT perspective, it was very silo based.
Yes we all had FT jobs in IT or Competitive Advantage (both under a CIO/CIO equivalent). I was responsible for Application Development, another team member was responsible for network operations, another was an application manager and the fourth was a green belt working on continuous improvement. For most of us, planning and managing projects fell under the purview of our responsibilities but it was adhoc at best and there was no cross-IT perspective, it was very silo based.
Informal PMO can be a stepping stone towards formal PMO, to initiate an informal PMO company should first identify 2-3 core areas of business & implement standard set of activities to be followed to achieve tasks/projects. Assign individuals to takeover these tasks/projects and review the results of this informal PMO setup. Once the results of this informal PMO starts improving and a consistency is experienced within the set of activities a formal PMO can be established to replicate this model in whole organization Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The first thing to understand is: do organization need portfolio/program/project management process and functions as critical success factor for it strategy? If the answer is yes then you have to select whose of those functions the organization need. To select whose the key is to understand that strategy is the way the organization will answer to environmental events through the defined process and functions. The next step is to decide if a physical business unit deserves to be created to locate those functions and process. Just in case the organization decided not to create it then functions and process must be distributed into other physical units assigning it to some people. For example, in some SAP implementations, project management process are assigned to the functional manager that owns the SAP module implementation. The same is from your question. Saving Changes...
