Currently our company has less than 100 employees and only does about 15 million in revenue for now, but is steadily growing at this point and taking on more short term projects.
I'm the only project manager at the company (at least the only PMP) and I'm interested in how I can begin a PMO to assist on projects as projects grow. Is there a certification for PMOs?
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Sergio, I agree that creating a PMO is a strategic decision. In a smaller firm, which wants to have PM expertise, but not enough staff to create a formal unit, would not an interest group, brown-bag-lunch group, or another such structure serve to bring together those with the experience and desire to evolve in PM, be a good first start? Saving Changes...
Anonymous
I agree with John. Lead by example first. Starting an interest group, essentially an ad-hoc center of excellence (even if it's a party of 1), is a good place to begin. Agree on and arrange brownbag sessions, agree on best practices and common templates, create a repository for all of the info. I would also suggest volunteering to create a dashboard of all current projects. Then, you're ready & in the center of the action, as the company grows and if the desire for a more formal PMO arises. Saving Changes...
Alexandra HalemDirector, HR Programs| CDK GlobalFlanders, Nj, United States
Jul 15, 2017 4:48 PM
Replying to Mikel Steadman
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Based on the size and needs you've established, you may want to start with a "Steering Committee." It's less abrasive and helps with Change Management as eventually, as the company scales, and more projects and PMs come on board, you can transition the committee to the PMO.
If you don't truly have a large "Portfolio of Programs" impacting cross-org sub-teams... a PMO is probably overkill.
I agree with Mikel, start small and let the PM value grow organically.
Steering Committees and Portfolios are a great way to start and can highlight the body of work your organization is trying to achieve. Giving transparency to all the project connections and conflicts that can possibly be present in your Business Unit may create the "burning platform" you need to get leadership buy-in for a PMO.
Also try creating a project management toolkit and overview session for non-Project Managers setting up a sort of a matrixed relationship structure for yourself as mentor and owner of the Portfolio. I believe everyone runs projects every day, large and small - it's the nature of most work. Helping build some basic skills will also generate organic value for project management and further show the potential need for the more formal PMO structure.
Michael, I had the same concern a year ago. Let me share what I did and hope it helps you too. I first had to create the project management templates, tailor made for my company and then get management buy-in. Whenever you do change management, you have to ensure that you have the neccessary support & backing of management to help you reach the finish line. Since its a mind-set change, you have to create the templates, educate staff on its usage and then encourage them to start applying and provide you feedback.
Once you pitch yourself as the subject matter expert (wrt PM templates) and help them realise the value of the same both to staff & mngt then its a lot easier on you. It begins with you. So best of luck! Saving Changes...
