Apr 09, 2018 9:10 AM
Replying to Shrinath Iyengar
...
Hi Eric,
I have faced similar situations like the one you describe. I typically do the following:
1. Question why the organization wants a PMO? What does the organization expect the PMO to do that it doesn't do currently? This typically gives an indication about the PMO type the organization is aiming for and will also serve as broad level performance indicators that can be further defined to evaluate the performance of this PMO.
2. Identify the current functions that are being performed by the organization that can be consolidated in a PMO. (Point 1 will serve as a guideline in identifying the services that can be consolidated)
3. Assess the gap between Point 1. and Point 2 and identify the stages / steps that would take it to the desired PMO level. These stages / steps can also serve as low hanging fruit (quick wins) that can be highlighted while presenting PMO performance
4. Prepare a plan to reach the desired PMO level with milestones (including quick wins). This is essential to retain management interest in continuing with a PMO while presenting its progress and performance
5. Identify success factors (this is where the point of stakeholder ownership can be put forth thus solving the issue of buy-in) that will help the organization reach the desired PMO level from its current stage
6. Define charter and get sign-off from the identified stakeholders
The above steps are just an outline but serves as a good starting point to put things in perspective.
Hope this helps.
All the best.
