Hi All,
Really appreciate it if someone could advise on how to set-up a Programme Management Office ("PMO")effectively. I mean, what are the functions, tools etc. My CEO has asked me to look into this. The PMO will be reporting directly to her.
Thanks Saving Changes...
Andy JordanPresident| Roffensian Consulting S.A.Cherry Grove, AB, Canada
Oh boy - this could be a long answer :-). There are many things to consider in setting up a PMO, and I'm not even going to try and address them all here - Ahmad, feel free to contact me directly if you want me to go into more detail. The fundamental starting point as far as I'm concerned is to determine the reason for the PMO's existence. Is it going to be a monitoring and control function, a planning and prioritisation function, a methodology and approach function, all of the above, etc. Consider also that while execs will naturally say 'all of the above' you need to start somewhere. You probably don't want to try andfocus on every area on day one, best to prioritise and add functions as the PMO grows and matures. In order to do this you need to consider the organisation's priorities, its level of project management maturity (what type of PMO is it ready for), etc. Make sure that you have agreement on what the PMO is to achieve and then determine the success criteria that will allow you to confirm that you have achieved those goals. Be realistic about what can be achieved initially - the PMO needs to evolve on a strong foundation and if you try and run before you walk then that foundation won't be strong enough. When it comes to tools / processes / metrics, that's going to depend very much on what the goal of the PMO is. Make sure that whatever is implemented is done in conjunction with the project stakeholders - the teams, PMs, sponsors, etc as their buy in will be crucial to success. I don't feel like I've done more than scratch the surface, but hopefully that helps a little. Andy Jordan, President, Roffensian Consulting Inc., www.roffensian.com Saving Changes...
