Wayne BroichEnterprise IT Strategy and Planning - GPMO| General MotorsPinckney, Mi, United States
Compatriots - My Company has taken the leap into creating a PMO office. I have been assigned the task to develop the required templates, forms and checklist to assist Program / Project mangers in communications to the various levels of stakeholders. Immediate need is a requirement definition template, Project Charter and a approval form for moving into the next phase. I have contacted my local PMI chapter for assistance. Any help or insight would greatly be appreciated. Saving Changes...
John ZacharProduct Dev Manager| Association for Project Management (APM)Brackley,, Northamptonshire, United Kingdom
If someone can show me the 'plastic thingy', they may have located the Holy Grail. In my experience, the plastic thingy is really a series of thingys, some plastic, some wooden, some made of foam rubber and some that always seem lost.
I run PjSO and PgSO Office Workshops here in the UK; I've set up a number of PSO / PMO / PO / etc. offices, and in every case the drivers were different. One thing that I have always found extremely valuable is to consider the stakeholders surrounding the PSO (that acronym is meant to include all the other versions).
There is a demand side to the PSO. Who wants information to make decisions? And why? And there is a supply side to the PSO. Basically who supplies information to the PSO? And how do they do it?
Understanding these drivers, and providing value back to both sides of the equation can go a long way to satisfying the whole group of stakeholders.
The demand side typcially want information to make predictions - what will be happening and when. The supply side is interested in things like 'best practice', use of the accpeted method, consistency, etc.
All of the above should be provided by the PSO. If it isn't, then the life / usefulness / value of the PSO will erode and eventually die.
Happy to discuss this further, addessing specific questions using my e-mail address within my profile, or additional information can be obtained from www.citi.co.uk Saving Changes...
I too, like Wayne have been tasked by my client with the creation of a PMO. I presently am supporting a Government IT Project and have encountered many hurdles along the way. It is a challenge but it is also an adventure. I too would appreciate any assistance or comments or suggestions.
Thanks Sherry Giles IT Planning Manager NEMAIS ERP Saving Changes...
I already found valuable information in this community and would like to arise a question regarding starting a PMO. Did someone experience w/ interest conflicts between a PMO and central offices .. ? We would like to set up a PMO but we need buy-in from other parts of the organization (like Regional headquarters, function organizations ..) as the projects have been run by them so far. Thanks. Saving Changes...
1) A PMO cannot succeed on its own. It depends on others who can amend, delay, obstruct and even block its deployment and operation.
2) There is not unequivocal substantive solution to the problems the PMO addresses. Other parties have views and solutions of their own and they are not likely to support you until they recognize their own views in it.
3) The introduction of a PMO implies a shift in the organization’s balance of power, and although people vary to the extent that they seek power, they rarely relinquish it voluntarily.
4) The design and location of the PMO Manager job, makes it a very desirable position for anyone aspiring to an executive role in the organization.
5) How do you expect the process to affect you in terms of your career goals? Saving Changes...
Paul ZembrzuskiProject Manager| Las Vegas SandsNewport Beach, Ca, United States
Two issues come to mind when starting a PMO. Organizationally were does the PMO sit? And, does the company already have/support project level budgets? If the PMO reports in to Finance and project budgets exist you are off to a good start. Saving Changes...
Another good resource for tips and ideas in starting a PMO is Episode 16, "Starting a PMO" of The PMO Podcast. This podcast is 13 minutes and provides an interview with Richard Eichen, President, Return on Efficiency, that talks about key considerations in starting a PMO. - Anne
