Building Your PMO from the Scratch
Andriy Tatchyn
PMO Competence Manager
What is PMO?
PMO Definition
PMO is an organizational body or entity assigned various
responsibilities related to the centralized and co...
PMO in an Organizational Infrastructure
Director
Admins
Accounts
Personal
Purchase
Research
Livestock
Seeds
Pesticides
Ext...
List of the Possible PMO Functions
Standards, Methodologies,
and Processes
Project/Program
Delivery Management
Portfolio
M...
Notes to Remember
• There are no PMOs that are build to be equal.
• It is almost impossible just to Copy PMO or another st...
Why do you need PMO?
Why to Set Up PMO?
1. To increase project success rate through standardization and spreading out of the
best organizationa...
Why to Set Up PMO?
4. To reduce organizational/projects chaos through implementing and constant
updating organizational Pr...
How Was It Done in CISCO?
Case Study: PMO Architecture
How Was It Done in CISCO?
Requirements
Customer
Needs
Need
Goals
Function,
Concept,
Form
Architecture
Specifications
Sourc...
Needs – Brainstorming
• Coordination of solutions (which usually takes the form of programs and/or projects)
• Prioritizat...
Needs – Consolidated
Projects designed for leveraged deployment
– Standard processes for project/program management
– Assi...
Visualized Needs
PMNeeds
Coordination
of PM activities
Prioritization
Data for Go/No Go
decisions
Solutions that are
simpl...
Goal Definition
To increase real productivity by taking responsibility for across-group
deployment of each project, using ...
Functions Definition
Increase productivity by
• Coordinating project management activities
– prioritizing projects
– provi...
Concept Definition
PMO in CISCO case is an overseeing body that reports to senior staff
and supports Project/Program Manag...
How to
make your
executive
happy?
Five Keys to PMO Vitality
1. Executive Support – without strong executive support PMO is
dammed. Define your stakeholders ...
Five Keys to PMO Vitality
4. Project Managers Support – make sure you provide value to
Project Managers. Help and consult ...
“There is only one way to
avoid criticism:
do nothing, say nothing,
and be nothing.”
Aristotle
Thank You!
Questions and ideas are welcome!
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Андрій Татчин “Будуючи ПМО з нуля”

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Андрій Татчин “Будуючи ПМО з нуля”

  1. 1. Building Your PMO from the Scratch Andriy Tatchyn PMO Competence Manager
  2. 2. What is PMO?
  3. 3. PMO Definition PMO is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. Source: PMI. (2003) Guide to Project Management Body of Knowledge (2003) PMI
  4. 4. PMO in an Organizational Infrastructure Director Admins Accounts Personal Purchase Research Livestock Seeds Pesticides Extension Customer Agri- processing Producers Enterprise PMO Divisional PMO Project Specific PMO
  5. 5. List of the Possible PMO Functions Standards, Methodologies, and Processes Project/Program Delivery Management Portfolio Management Strategic Planning Talent Management Change Management Administration and Support Knowledge Management
  6. 6. Notes to Remember • There are no PMOs that are build to be equal. • It is almost impossible just to Copy PMO or another structure. • Build the PMO that will cover the needs of your organization in the most efficient manner.
  7. 7. Why do you need PMO?
  8. 8. Why to Set Up PMO? 1. To increase project success rate through standardization and spreading out of the best organizational practices. Assigning appropriate Project Manager during Project Initiation. Constant monitoring of projects at Initiation, Execution, and Closure stages. Ad-hoc troubleshooting. 2. To become a change management agent by implementing and controlling a series of projects that supports positive changes within the company. 3. To support strategy implementation by executing a number of strategic projects.
  9. 9. Why to Set Up PMO? 4. To reduce organizational/projects chaos through implementing and constant updating organizational Project Management Practices. Developing and improving Project Management Templates. Setting up PMO Support Center that will meet the main PMs needs. 5. To communicate project results through gathering and distributing information to Executive Level that helps prioritize projects, support decision making process, and ensure executive support at Project Level. 6. To establish Competence Development and Talent Management programs by developing internal and external educational programs and projects. Developing certification plans for Project Managers. Creating a Knowledge Base with lessons learned.
  10. 10. How Was It Done in CISCO? Case Study: PMO Architecture
  11. 11. How Was It Done in CISCO? Requirements Customer Needs Need Goals Function, Concept, Form Architecture Specifications Source: Carol Ann McDevitt, PMO Architecture a Case Study The system architecture process
  12. 12. Needs – Brainstorming • Coordination of solutions (which usually takes the form of programs and/or projects) • Prioritization and communication of the project roadmap • Broad picture of how individual projects can be leveraged across silos • Data and information to make resource allocation decisions and Go/No Go decisions. • Standard processes for project/program management • Assistance with the bigger picture, recognizing stakeholders or groups that might be impacted, or who might benefit in the longer term from the project • Tools for tracking resources and project status • Hand off support for transition to business as usual • Solutions that are simple, elegant, sustainable, leveraged • Communication strategy • Where and how projects/programs are aligned with larger business processes • A roadmap that illustrates a consolidation of efforts and deliverables • Consolidation of projects where necessary • Work taken off other people’s plates • Information management system for collaboration with engineering and manufacturing • A brain and voice on project/program management • Program and project management • Cross-functional teams that do work Source: Carol Ann McDevitt, PMO Architecture a Case Study
  13. 13. Needs – Consolidated Projects designed for leveraged deployment – Standard processes for project/program management – Assistance with the bigger picture, recognizing stakeholders or groups that might be impacted – Projects leveraged across – Hand off support for transition to business as usual – Work taken off other people’s plates – Cross-functional teams that do work – Program and project management – Broad picture of how individual projects can be leveraged across silos Communication of projects/results – Communication of the project roadmap – Communication strategy – Information management system for collaboration with engineering and manufacturing – A roadmap that illustrates a consolidation of efforts and deliverables – Where and how projects/programs are aligned to larger business processes Alignment of programs with business processes and initiatives – One brain and voice on project/program management – Coordination of solutions (which usually take the form of programs and/or projects) – Prioritization of the project roadmap – Consolidation of projects where necessary Support for Project Managers – Project management process and framework – Tools and processes for tracking resources and project status – Data and information to make resource allocation decisions and Go/No Go decisions – Training Source: Carol Ann McDevitt, PMO Architecture a Case Study
  14. 14. Visualized Needs PMNeeds Coordination of PM activities Prioritization Data for Go/No Go decisions Solutions that are simple, elegant, sustainable, leveraged Standard processes for PM Assistance with stakeholders Tools for resource tracking Handoff support
  15. 15. Goal Definition To increase real productivity by taking responsibility for across-group deployment of each project, using effective project management processes, while also eliminating resource wastage due to project overlap or continued work on non-priority projects. (Format: To.... by.... using...., while also.....) Source: Carol Ann McDevitt, PMO Architecture a Case Study
  16. 16. Functions Definition Increase productivity by • Coordinating project management activities – prioritizing projects – providing data for decision-making – ensuring absence of projects overlapping – ensuring broad deployment of projects – ensuring executive support for projects • Developing project management processes – involving stakeholders – providing tools for data management – ensuring end-game is “business as usual”
  17. 17. Concept Definition PMO in CISCO case is an overseeing body that reports to senior staff and supports Project/Program Managers by developing project/program management processes. Source: Carol Ann McDevitt, PMO Architecture a Case Study
  18. 18. How to make your executive happy?
  19. 19. Five Keys to PMO Vitality 1. Executive Support – without strong executive support PMO is dammed. Define your stakeholders and constantly work with them, understand their needs and objectives. 2. Clarity – define and agree PMO role within the organization. Be clear about your PMO responsibilities and success measures. Preferably, speak only data and avoid speculations. 3. Alignment – regularly review projects in your portfolio. Make sure they are aligned with the predefined strategy. You can use GATE approach, implementing project check out at the certain stages and making sure they are aligned with overall organizational objectives.
  20. 20. Five Keys to PMO Vitality 4. Project Managers Support – make sure you provide value to Project Managers. Help and consult them. Consider building Project Management Community that is a natural method of internal knowledge sharing and competence growing. 5. Continuous Improvement – build on what is already done, but try to improve it, find ways to build a momentum and use it.
  21. 21. “There is only one way to avoid criticism: do nothing, say nothing, and be nothing.” Aristotle
  22. 22. Thank You! Questions and ideas are welcome!

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