Artem Shapoval: PMO: To be or not to be Ukraine Online PMO Day 2022 Website - https://pmday.org/pmo Youtube - https://www.youtube.com/startuplviv FB - https://www.facebook.com/pmdayconference

1. PMO:
To be or​
not to be​
February 2022
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W h at w i l l w e ta l k a b o u t ? ​
PMO definition
01.
Challenges and issues prior to PMO​
02.
Lifehacks from recent EPAM experience​
03.
Value and benefits​
04.
When PMO is needed in your company​
05.
Cons and situations when you shouldn't create it​
06.

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A B O U T S P E A K E R
17+ years of international experience in IT ​
(Developer, Business Analyst, Project Manager, Director PM)
Mostly service experience (Intetics, GlobalLogic, Sigma, EPAM)​
In EPAM since 2012 (during 2014 -2017 in UK office as onsite DM)​
Program Manager on 100+ engineers' account​
Global Supervision coordinator for portfolio (more than 2000 engineers)​
Head of PM department in EPAM (80+ PMs)​
PMI certified since 2009 (CAPM and PMP)​
Trainer and mentor for PMs​
Driver of country wide PM initiatives in EPAM​
A r t e m
S h a p o v a l
Director, Project Management, EPAM​
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P M O d e f i n i t i o n ​
Not enough just to gather group
of PMs and call it PMO​
Can have range from pure support
to full delivery ownership
PMO is mix of people, tools and processes
Main PMO goal: deliver value to
organization via processes’ unification
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I s s u e s c h a l l e n g e s p r i o r to P M O ​
Several PM Hiring managers with different view
on candidates' levels
PMs belong to different departments in
company (Java, .Net, QA and etc.)​
PM community on programaccount levels only​
Subjective approach to project progress​
Each PM speaks own language, use own/no
methodology
Long onboarding process​
Hard to rotate PMs between projects​
c a s e w i t h E PA M E a s t U A r e g i o n ​
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E PA M s to r y. W h at wa s d o n e ​ ​
Dedicated PM organization was created
Aligned on hiring and staffing process
Created clear roadmap for all levels
(up to Senior Director title)
Initiated PM community:
workshops + trainings on region level
Introduced Data driven approach to
all projects
Applied one tool for checking progress for all
projects in company with unified approach for RAG
status
U A E A S T R E G I O N
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Va lu e a n d b e n e f i t s f r o m P M o r g a n i z at i o n ​
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More predictable and stable delivery process​
PMs’ rotation became easier due to
similar PM processes
Clear career path for PMs​
Smooth onboarding process​
Project status transparency ​
Alignment between projects and company
goals (example: Fixed price initiative)
Better brand on market for customer/candidates

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W h e n P M O i s n e e d e d ​ ​
Projects finish later repeatedly​
​
No standard process for kick-offinitiation
When your company grows
Have chaos in PM processes
Want to break silos (implement company
wide initiatives)
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Cons and situations when you shouldn't create it ​
Customer controls every aspect
(mostly outstaff model)
Strong matrix organization
with focus on projectprogram
No support from top management
Very stable companyprocess
100 % on time and within budget
Small management team​(up to 5 PMs)
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Questions?

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Thank You
https://www.linkedin.com/in/artemshapoval/