I have to assume a new role as Manager PMO for a tax revenue authority, what are the first things/action plan/strategy that should consider when I get into office. Our PMO has been function for 3 years without a PMO Manager since it started. Saving Changes...
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Julia CunninghamManager Project Management| BattelleRichland, Wa, United States
Requirements analysis and consistency. Development and implementation of procedures, or perhaps refreshment and renewal depending on what has been done to date. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
If you can, I would consider having an audit done. The results of the audit should not only provide you background on what the PMO does well, it should as well provide you with valuable information in areas that are deficient, from an independent point of view. Saving Changes...
Two important questions:
1) What type of PMO does your company need?
2) What type of PMO will your company tolerate?
The answers to these two questions are probably not the same.
Keep in mind that the PMO you need today is not the PMO you'll need tomorrow.
Know who your important stakeholders are. Start small, and add value in areas that your key stakeholders value. How many people REALLY read the reports that come out of the PMO?
While you're evolving, try to not step in any politics. Are there other PMO-like organizations in the company that you have to play nice with? Who can you partner with to expand the influence of the PMO?
Okay, I've thrown a bunch of thoughts out there. The point is to approach it strategically. My recommendation whenever entering a new situation is to understand the situation before you try to change it. There may be good reasons for the way things are.
After that, the next step could be to understand who the PMO will be supporting and what their needs are. The next step could be to understand the PMO's capability to provide the needed support. Then, start filling the gap. Make sure you have input from key stakeholders, and keep them informed of your progress. Find a champion. Have a good mix of quick wins and mid- to long-term objectives.
If you haven't read any books on managing change, find a good one, or two. John Kotter comes to mind, but there are a lot out there that are easily found. If you can find a champion for the PMO, this person may be able to make recommendations, as well. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I am fully with Aaron here. Tying to add something, PMO as any other business unit has to be created because a strategical need. But lot of times that is not the case. So, you have to create your strategy to demostrate value. Aaron put on the table a good way to address that. Remember: no pain no gain. If you ask me, my first action would be related to find the pain that motivates your organization in creaing the PMO just in case no strategical reason. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Have conversations and build relationships with the vertical leaders, and Enterprise Architecture. Understand or help build the organizational strategy.
Thank you so much for your valuable, fruitful and guiding replies, You have enlightened me and now my eyes are wide open and I see areas which I never thought of. I will do my best for the success of this PMO.
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