1. Project Management Office – A Necessity or a Luxury?
Neda Kaleshovska, PMP

2. NEDA KALESHOVSKA Project Manager, PMP EXPERIENCE Project Manager
ABOUT ME
Devoted Project Manager with eight years of experience in the project management world.
EXPERIENCE
Project Manager
Netcetera 2017-Ongoing
Alkaloid AD
Project Office Specialist
Vip Operator
EDUCATION
Ph.D. Organization Science and Management
University Ss. Cyril and Methodius
Research Field: PMO and PM practices in
contemporary business environment
FOLLOW ME
LINKEDIN:
linkedin.com/in/neda-kaleshovska

3. Content PMO Buzz About PMO Role of the PMO
In practice– Life of a PM with/without a PMO
PMO Value Under Magnifier
PMO 2.0
PMO and PM in Macedonia

4. PMO BUZZ

5. PMO BUZZ
LinkedIN PMO Group Members: PMO Books on Amazon(2010):
Even the Pope has a PMO
(2014, PM Network, A PMO for the Pope)
PMO TODAY
Food for thought – PMO in the government sector in Macedonia, which is not news for the world, Ex. New York

6. ABOUT THE PMO

7. What is PMO?
A Project Management Office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. (PMBOK)
Back to Basics

8. COMMON PMO NAMES PMO Names % Project Management Office 59%
Program Management Office
12%
Project Support Office 7%
Project Department 4%
Project Office 2%
/ (no name)
/ (other)
14%
Hobbs, J. B. & Aubry, M. (2006). “Identifying the structure that underlies the extreme variety found among PMOs”. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.

9. NUMBER OF EMPLOYEES IN THE PMO (excluding PMs)
Hobbs, J. B. & Aubry, M. (2006). “Identifying the structure that underlies the extreme variety found among PMOs”. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.

10. PMO IN ORGANIZATIONAL CONTEXT
CEO IT
Systems
Project
Support
PMO
Finance
Level 1: Organizational/Strategic
Level 2: Division/Departmental
Level 3: Project
Multiple PMOs in an organization
Pulse of the Profession: PMO Frameworks, PMI, 2013

11. PMO IN ORGANIZATIONAL CONTEXT (2)
Center for Business Practices. (2007) The State of the PMO 2007. Havertown, PA: Center for Business Practices, p.4

12. ROLE OF THE PMO

13. Trainings and Mentoring
PMO DOMAINS
Resource Management
Portfolio Management
Standards and Tools
Trainings and Mentoring
Managing Projects
Data Management

14. In practice– Life of a PM with/without a PMO

15. In Practice – from the life of a Project Manager
Without PMO
With PMO
You don’t know much about the project scope, where to start from….
Should you use Agile (Scrum or Kanban), Waterfall….
Information is shared from previous projects
You have a helping hand (no reinventing the wheel) <Data Management>
Issues with Projects – you are struggling with your project, you cant seem to grasp to whom to escalate
There is defined escalation process, Project Sponsor/Steering Committee
<Standards and Tools>
You are fighting for resources with fellow PMs & your team members are burned out from too much work and context switching
There is company wide resource planning as a base whether to start a project
<Resource Management>
Establishment of prioritization criteria for project and line work <Portfolio Management>

16. In Practice – from the life of a Project Manager
Without PMO
With PMO
You feel you need to learn more PM practices, tips, methodologies and see how an experienced Senior PM would manage a project
Training Program established and continuous coaching and mentoring
<Training and Mentoring>
There are Project Managers within the PMO that you can consult <Managing Projects>
You are being pushed to speed up project in realization, but you know planning and setup took forever
There is a defined process for project approval (preferably an agile one)
<Standards and Tools>
You don’t know where you responsibilities start and where they end
There are defined roles and responsibilities within a project
Clear definition and communication of the project organization <Standards and Tools>

17. PMO VALUE UNDER MAGNIFIER

18. THE VALUE BEHIND THE SUCCESSFUL PMOs
Reduced number of unsuccessful projects,
Delivery of projects under the planned budget,
Delivery of projects prior the planned delivery time
Increased productivity
Increased projects savings
The State of the PMO (2010)
“ A strong and stable PMO brings two major benefits for organizations… it helps organizations choose the right projects and it helps organizations deliver those projects”.
Извор: PMI, 2014 The Project Management Office, Aligning Strategy and Implementation – White paper, /media/pmi/documents/public/pdf/white- papers/PMO-strategy-implement.pdf

19. PMO FAILURE 64% NO 36% YES Has the value of the PMO been questioned?
50% of PMOs close within 3 years (Association for Project Management)
Since 2008, the correlated PMO implementation failure rate is more than 50% (Gartner Project Manager 2014)
68% of stakeholders perceive their PMOs to be bureaucratic (2013 Gartner PPM Summit)
ESI, Global State of the PMO, 2015

20. REASONS WHY PMOs FAIL Unclear Purpose and Fuzzy Focus
No buy in and support from Top Management
Perception of more red tape, bureaucracy and overhead
Inexperienced PMO manager/employees
Quick fix to deep rooted problems
“Police” for Project Managers
Too academic and far from reality
Politics and power struggles
High expectations and hard to prove value…..

21. WHAT IS THE WORLD TREND TELLING US?
Organizations with a PMO (world trends)
The State of the PMO (2010;2016)

22. PMO 2.0

23. PMO UPGRADE TO 2.0 FLEXIBLE AGILE SCALABLE SOLUTIONS
BUSINESS VALUE ORIENTED MINIMIZE DOCUMENTATION DASHBOARDS TRANSPARENT
RESOURCE MANAGEMENT FOCUS PROMOTE PRIORITIZATION
PROMOTE CONTINOUS LEARNING BUSINESS METRICS
EMPOWER AND TRAIN PROJECT MANAGERS
STRATEGIC AND OPERATIONAL
UNDERSTAND WHY STAY OPTIMISTIC
Plan Do Inspect Adapt

24. PMO AND PM IN MACEDONIA

25. PMO AND PM IN MACEDONIA Please join the survey!

26. THANK YOU!
CONTACT: LINKEDIN
Neda Kaleshovska