One thing to make sure of is to ask yourself why you need a PMO.
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1 reply by Habib Alsaffar
Apr 11, 2018 3:05 AM
Habib Alsaffar
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Excellent, your answer will let us to analysis current work status, and then defining the responsibilities
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Bao Tuyen DinhPM Specialist| FUJINET SYSTEMS JSCHo Chi Minh, Ho Chi Minh, Viet Nam
My boss need PMO to monitor status of some important projects, such as high risk, large projects...
Some PM not report frequently to BOD, so he need PMO can monitor
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1 reply by Shrinath Iyengar
Apr 11, 2018 8:35 AM
Shrinath Iyengar
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Just a matter of enforcing discipline and a standard reporting template...I really wouldn't bother with creating a PMO for this...it just adds another non value-add layer in the existing organization. A PMO if created would cease to exist after a few months unless the management has a strategic intent for its creation.
Key issue is, as other members already mentioned above, question yourself why do you think you need a PMO and what value it could bring you. I always start this question with my clients :-). It helps both parties to align on understanding of the PMO and its positioning within the project management ecosystem of your firm. Worth to mention here is the relationship between the PMO and your project/program manager(s).
Among the value added activities of a PMO is the capacity management (resources), project planning and interdependencies between projects. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
THere is a discussion in place about it:https://www.projectmanagement.com/discussi...m-the-ground-up Byond that:
PMO, as other physical business units, must be created because the strategic decision about project/program/portfolio management process must be located into a physical unit. So, the first thing to do, is to understand that the use of those process will solve a business problem. Then, first thing to do, is to detect the problem to create the solution (PMO). Remember that by definition problem is the gap between reality as perceived and reality as desired reality so you can work on the perception, you can work on the desire or you can work on the gap to solve the problem. Here comes the link to one article I wrote time ago and was published by the IIBA and the PMI as "best practice" and talked about how to create the right solution. Hope it helps: https://www.projectmanagement.com/blog-pos...-right-solution Saving Changes...
A PMO that is purely acting as an oversight "cop" is unlikely to be sustainable for long. It's better to look at elevating organizational project management consistency. A PMO might be the catalyst for this, but is not the only option.
Kiron Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Yes. I second Kiron's comment. You're telling us that a PMO is required b/c the project manager's are not fulfilling their responsibilities. Sounds like a band-aid approach to a deeper problem. And like Kiron points out, that will not be sustainable.
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1 reply by Shrinath Iyengar
Apr 11, 2018 8:49 AM
Shrinath Iyengar
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"You're telling us that a PMO is required b/c the project manager's are not fulfilling their responsibilities."...that statement rightly summarizes why I believe the PMO is not an answer...Good one Andrew!!!
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Shrinath IyengarProject Manager| Diplomatic Quarter General AuthorityRiyadh, Saudi Arabia
Apr 11, 2018 3:01 AM
Replying to Bao Tuyen Dinh
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My boss need PMO to monitor status of some important projects, such as high risk, large projects...
Some PM not report frequently to BOD, so he need PMO can monitor
Just a matter of enforcing discipline and a standard reporting template...I really wouldn't bother with creating a PMO for this...it just adds another non value-add layer in the existing organization. A PMO if created would cease to exist after a few months unless the management has a strategic intent for its creation.
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1 reply by Thien Pham
Apr 11, 2018 8:44 AM
Thien Pham
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They might need a strong program manager instead of a PMO.
Just a matter of enforcing discipline and a standard reporting template...I really wouldn't bother with creating a PMO for this...it just adds another non value-add layer in the existing organization. A PMO if created would cease to exist after a few months unless the management has a strategic intent for its creation.
They might need a strong program manager instead of a PMO. Saving Changes...
Shrinath IyengarProject Manager| Diplomatic Quarter General AuthorityRiyadh, Saudi Arabia
Apr 11, 2018 7:27 AM
Replying to Drew Craig
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Yes. I second Kiron's comment. You're telling us that a PMO is required b/c the project manager's are not fulfilling their responsibilities. Sounds like a band-aid approach to a deeper problem. And like Kiron points out, that will not be sustainable.
"You're telling us that a PMO is required b/c the project manager's are not fulfilling their responsibilities."...that statement rightly summarizes why I believe the PMO is not an answer...Good one Andrew!!! Saving Changes...
