1. How to Set Up and Maintain an Appropriate PMO
The Elusive PMO
How to Set Up and Maintain an Appropriate PMO
Sean Whitaker, BA, MSc, MBA, PMP
Crystal Consulting

2. Outline These presentation will give a high level overview of:
What exactly a PMO is
How to decide which PMO is right for you right now
How to design and implement a successful PMO
Given the time constraints we can’t go too much in depth into the topic so please feel free to contact me with any questions you may have.

3. What is a PMO Project, Program or Portfolio Management Office
EPMO? PO? PSO? EMO?

4. “Centre of Project Management Excellence”
Should reflect the resources, constraints, maturity, capability, aspirations, strategic goals, political support
It changes as these elements change

5. What is a PMO
Many people believe they know what a PMO is and they take this belief with them from one organisation to the next
This is wrong
PMO is like the elephant being examined by blindfolded people – everyone insists they know what a PMO is based on their experience and viewpoint

7. PMO survival depends on a lot of factors
Benefits outweigh costs
Political support – this can disappear overnight

8. Insert org chart showing PMO at top level (and CPO?)

9. How we are going to get there
Decide on best PMO
Get top level support
Establish PMO
Check and Improve

10. Real World PMO’s are often seen as an unnecessary overhead.
The last three years has seen a decrease in PMO’s despite clear evidence showing those organisations with PMO out performing organisations without a PMO.

11. The PMO
The research is very clear that organisations with PMO’s before better than those without, and the longer a PMO has been in place the better the organisation performs.

12. Possible PMO Functions
Portfolio Management
Program Management
Project Governance
Project Sponsorship
Change Control Board
Project Reporting
Project Selection
Workspace where all project managers reside
Recruitment of project managers
Training of project managers
Developing, improving and administering the methodology
Project Audits
Establishes and deploys a common set of project management processes and templates, which saves each project manager, or each organization, from having to create these on their own. These reusable project management components help projects start-up more quickly and with much less effort.
Builds the methodology and updates it as needed to account for improvements and best practices. For instance, as new or revised processes and templates are made available, the PMO deploys them consistently to the organization.
Facilitates improved project team communications by having common processes, deliverables, and terminology. There is less misunderstanding and confusion within the organization if everyone uses the same language and terminology for project related work.
Provides training (internal or outsourced) to build core project management competencies and a common set of experiences. If the training is delivered by the PMO, there is a further reduction in overall training costs paid to outside vendors.
 Delivers project management coaching services to keep projects from getting into trouble. Projects at risk can also be coached to ensure that they do not get any worse.
Tracks basic information on the current status of all projects in the organization, and provides project visibility to management in a common and consistent manner.
Tracks organization-wide metrics on the state of project management, project delivery and the value being provided to the business. The PMO also assesses the general project delivery environment on an ongoing basis to determine the improvements that have been made over time.
Acts as the overall advocate for project management to the organization. This includes proactively educating and selling managers and team members on the value gained through the use of consistent project management processes.

13. Types of PMO
Supportive - The Supportive PMO generally provides support in the form of on-demand expertise, templates, best practices, access to information and expertise on other projects, and the like.

14. Types of PMO
Controlling -In organisations where there is a desire to "rein in" the activities, processes, procedures, documentation, and more - a controlling PMO can accomplish that.

15. Types of PMO
Directive - This type goes beyond control and actually "takes over" the projects by providing the project management experience and resources to manage the project.

16. How to set up a PMO Treat the development of a PMO as a project:
Begin with a business case to justify it and get formal approval;
Secure financial and political support;
Appoint the project manager/champion;
Appoint resources;
Break the establishment process down into manageable pieces.
Track progress
Deliver the agreed PMO and monitor the expected benefits

17. How to set up a PMO
Begin with an assessment of the level of existing organizational AND practitioner capability and maturity. Then assess the optimal/desired level of existing organizational AND practitioner capability and maturity – You want your PMO to help bridge the gap.
Decide on the style and function of your particular PMO
Figure out what elements you already have – take an inventory of processes, templates and intellectual property. Don’t reinvent the wheel

18. How to set up a PMO
Take an immediate snapshot of project management in the organization using several different metrics such as success, profit, customer satisfaction etc before you implement the PMO – You will need to measure the benefits of your PMO.
Track the PMO’s success and share the results. Don’t treat the PMO as a top-secret mission. Share the mission and its successes, failures and benefits with the entire organization.

19. How to set up a PMO
Keep senior stakeholders and supporters engaged – if you loose their support you will loose the PMO next time someone's suggest cutting costs
Good project managers don’t necessarily make good heads of PMO – you need an influencing, respected leader not a technician.

20. How to set up a PMO
Get ready for improvement – audit the PMO and find ways to make it better. PMO’s change every two years on average to keep pace with the organizations needs.

21. Community of Practice
If your organisation is not quite ready for a PMO of any sort then perhaps consider a community of practice (or stealth PMO!).
Organise your project management practitioners to attend regular forums with defined topics for sharing ideas and experience.
Make sure you point out the benefits to senior management to get their buy-in and support

22. What is it?
The stealth PMO is the PMO you have when you aren’t allowed a PMO.
It’s the community of practice and center of professional excellence for practitioners.
It’s an agreement between practitioners to meet regularly and develop a forum for improving organizational and practitioner project management competency.

23. Why?
Organizations with any form of PMO perform better than organizations without a PMO.
Regardless of whether or not your organization permits a PMO of any sort, practitioners need support and development.

24. Benefits of a Stealth PMO
Self–organizing and practitioner lead.
Reflects current levels of organizational project management competency and contributes to improving this.
Only exists if it delivers benefits.
Can lead to justifying a non-stealth PMO and provide a head start.

25. Recapping . . .
An appropriate PMO will assist the delivery of successful projects.
Treat the implementation of you PMO like a project.
Keep top level support.

26. Thank You
If you have any questions please do not hesitate to contact me. I am always happy to chat. Please me if you want a copy of this presentation. Sean Whitaker

27. About Crystal
We know about organizational and practitioner project management capability and we want to help you be better at both.
You will not find sales people, marketing strategies and extensive social media engagement strategies trying to sell you something you already know or don’t need.
You will find passionate technical experts with years of experience in actually doing projects and providing valuable advice to others.
We have worked with organizations of different sizes, different industries and differing levels of maturity all around the world.
Our primary focus is upon providing the following:
Organizational project management capability assessment, review and development
PMO development, improvement and audit
Project review, health check and rescue
Practitioner capability and competency assessment
Project management methodology development, improvement and audit
Seminars, workshops and webinars for practitioners of all levels
We also offer a range of project management consulting services all designed to help you be more efficient and more successful at delivering portfolios, programs, and projects.
Contact us to discuss your needs and find out how we can help.