Michael Vidyakin: Defining PMO Structure and Governance (UA)

Заняття #3
Defining PMO
Structure and
Governance
Lemberg PMO School 2023
https://lembs.com/pmoschool
17 Серпня 2023 р.
MichaelVidyakin

2023 © Michael Vidyakin Michael.Vidyakin@gmail.com URL: Michael.Vidyakin.com
8/17/2023
3
Михайло Відякін
• 19+ років професійного досвіду
• Проєктний менеджмент, трансформації
організацій, стратегічне планування,
розвиток бізнесу, OKRs, операційна
досконалість, управління змінами
• Побудова внутрішніх контролів та
корпоративного управління, ESG
• Managing Partner в Leopolis Group
• x-Керівник стратегії та трансформації в
НБУ та ПМО в АМПУ, x-OTP та BNPP
• PMP©, PMI member
• “Майстер барбекю”, батько 2 дітей,
регулярно плаваю, граю у сквош
https://www.linkedin.com/in/mvidyakin/
Мій LinkedIn

Трансформуємо компанії і впроваджуємо нові
процеси / продукти або оптимізуємо існуючі
4 8/17/2023
STRATEGY
-
РОЗВИТОК
ВНУТРІШНЬОГО
ПОТЕНЦІАЛУ
Що ми робимо Ключові результати
• Інтеграція OKRs
• Розвиток внутрішнього
потенціалу
• Побудова Проєктного
офісу (PMO)
• Оцінка наявних ресурсів
1 • Розробка стратегії та плану дій
щодо активації потенціалу компанії
• Розвиток внутрішніх можливостей
• Узгодження процедур управління
• Впровадження навчальних програм
• Аналіз нових можливостей,
проєктів та продуктів
• Розробка та запуск процесу
реалізації поставлених цілей
• Узгодження діяльності для
досягнення результатів
EXECUTION
-
ЗАПУСК ТА
ВПРОВАДЖЕННЯ
НОВИХ ІНІЦІАТИВ
2
TRANSFORMATION
-
ПІДВИЩЕННЯ
ПРОДУКТИВНОСТІ
3 • Діагностування слабких місць
командної співпраці
• Пропозиції щодо впровадження
технологій або методів для діяльності
• Реінжиніринг внутрішніх процесів
• Підвищення загальної продуктивності
• Стратегії виходу на нові
ринки
• Комерційний Due
Diligence
• Розробка продукту
• Виконання стратегій
• Інтеграція штучного
інтелекту
• Впровадження Agile-
фреймворків
• Оптимізовані та
узгоджені процеси
www.leopolisgroup.com

What you have learned-
Course #1
• History of PMOs
• Roles & Functions of PMOs
• Benefits &Trends of PMOs
• DifferentTypes of PMOs
Course #2
• Assessment Readiness
• Needs & Maturity of PMOs
• Defining Scope & Objectives of PMOs
• PMO’s Stakeholders
5 8/17/2023

Course #3 : Defining PMO Structure and Governance
Agenda:
1. Choosing the appropriate PMO structure for an IT company
2. Establishing PMO governance and decision-making processes
3. Defining roles and responsibilities within the PMO
4. (Optional) PMO function as a system – Concept
8/17/2023
6

What are your expectations from this course? /
Які ваші очікування від цього заняття?
7 8/17/2023
1. Зрозуміти різницю між заняттями (щодо структур та ролей ПМО)
2. Замапити теорію з практикою
3. Приклади, принципи, структури, процеси

Choosing the
appropriate PMO
structure for an IT
company
Section 1

What are project management organizational
structures?
9 8/17/2023
• Project management organizational structures are different ways to
divide and coordinate groups of employees.
• A structure is often a hierarchy that defines different positions and lists
the tasks required to achieve a goal or complete a project.

Why organizational structures matter?
10 8/17/2023
• Define who's in charge and doing
what
• Group employees more
efficiently
• Define responsibilities
• chain of command
• reporting relationships
• efficient communication and task
delegation
• who has the power to make important
decisions
• sorting individuals into specialized
groups
• delegating tasks across a broader
selection of teams to achieve quicker
completion times
• helping to communicate rules,
responsibilities and procedures
• better informing groups of their tasks
and plan out how to complete the
project more efficiently

General 8 types of organizational structures
11 8/17/2023
1. Functional structure
2. Line structure
3. Line-and-staff structure
4. Matrix structure
5. Divisional structure
6. Organic structure
7. Virtual structure
8. Project structure

1. Functional structure (1/4)
• The employees of the company are grouped based on their
specializations:
• IT support
• IT development
• Human resources
• Customer service
• Research
• Quality assurance
• Sales
• Strategy
• These specialized groups make up different departments (units) of the
organization.
• Each department (unit) produces its own work and reports to its own
manager, who, in turn, reports to the company manager.
12 8/17/2023

13 8/17/2023

14 8/17/2023

КЕЙС1: Структура стратегічного офісу НБУ (2021)
15 8/17/2023
Проєктний
офіс НБУ
(ПМи НБУ +
портф.адмін.
+ методологія)
Процесний
офіс
(продуктово-
сервісний
підхід)
Офіс
реформи
фінансового
сектору
(ПМи НБУ +
консультанти
на контракті)
Стратегічний
аналіз
Бізнес-аналіз Офіс
стратегічного
планування
(НБУ +
фін.сектор)
Операційне
планування
Керівник НБУ
Керівник стратегічного офісу / ПМО
Департамент

2. Line Structure (1/2)
• For smaller companies
• This structure simplifies and clearly defines the hierarchical structure of
the company.
• facilitates communication between employees and managers
• promotes faster, more efficient completion of work
• The leader is typically the company manager, who oversees the sales,
marketing and development managers.
• The sales and marketing managers work alone in their respective
departments, while the development manager oversees the research
manager.
16 8/17/2023

Керівник АМПУ
Керівник ПМО
Методолог Координатор Аналітик
✓ Надалі можуть формуватися «команди» за функціональною ознакою
✓ Подальший розвиток і розширення команд відбувається за погодженням відповідно до
потреб та кількості завдань і проєктів АМПУ
✓ В ПМО не вистачає функції бізнес-аналізу
✓ Для ефективної роботи ПМО не вистачає функцій стратегічного планування,
процесного менеджменту та внутрішніх комунікацій
17
▪ Методологія
▪ Навчання
▪ Адміністрування
▪ Звітування
(портфель)
▪ Управління
проєктами
▪ Експертиза
▪ Виконання
▪ Звітування (проєкти)
▪ Аналіз ініціатив
▪ Рекомендації
▪ Навчання
▪ Звітування (стратегія)
2. Line Structure (2/2)
КЕЙС2: Структура лінійної команди ПМО АМПУ (2022)

3. Line-and-staff structure (1/3)
• Combination of the line structure and the functional structure
• It involves a hierarchy of managers who work with several specialized
groups.
• These groups report to their respective managers, and those managers
then report to their own managers.
• For example, a production manager who oversees specialized production
teams—such as the research and development staff and the technical
experts—reports to the company manager, who oversees the specialized
financial and technical adviser groups.
• Each manager has their own groups to oversee, as in the functional
structure, except they're not equal since they occupy ranks of different
levels.
18 8/17/2023

19 8/17/2023

• Example
20 8/17/2023

4. Matrix structure
• The matrix structure uses two types of managers who can delegate tasks
to employees across departments:
• Project managers – focus on project planning, execution and
completion, often working with employees from different
departments.
• Functional managers – focus on operational and technical
management within their own departments & ensure their
employees are working as efficiently as possible so the project
managers can do their job more efficiently.
• There can be many functional and project managers throughout a
company, each with its own department or tasks.These managers then
work together by combining their resources to meet the company's goals.
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4. Matrix structure
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5. Divisional structure (1/2)
• The divisional structure takes techniques from the functional structure
and applies them to multiple divisions within a company.
• If a company has multiple locations around the world, it might use a
divisional structure to create a functional hierarchy at each one.
• Each location should be its own division and have specialized groups that
help it to function.
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5. Divisional structure (2/2)
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6. Organic structure (1/2)
• An organic structure is a fairly undefined and decentralized organizational
system.
• It may be beneficial to a company that works in a quickly changing
market, allowing it to be more adaptable.
• The employees in this structure work together towards a common goal
with no authority from a major leader.
• If a project manager is involved, he/she generally works to provide some
form of structure but may not have any power over the project's staff.
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6. Organic structure (2/2)
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27 8/17/2023
ПІДТРИМАЙ!

7.Virtual structure (1/2)
• A virtual organizational structure uses a clearly defined structure system
but implements it remotely.
• This allows the company to work more easily from multiple locations and
hire employees all over the world.
• Companies that deliver a virtual product often benefit the most from the
virtual structure, as it allows each of their employees to use resources
regardless of their geographical location.
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7.Virtual structure (2/2)
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8. Project structure (1/4)
• A project organizational structure is a temporary structure implemented
when a company wishes to start and complete a specific project or goal.
• This structure often involves a project manager as the leader, who
oversees distinct groups or departments that each have a specific duty.
• For example, if a company needs to create a piece of technology to do
their work more efficiently, they might create a project with a research
team, a hardware development team and a software development team.
The company would then hire a project manager to oversee each team
and execute a plan to complete the goal.
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8. Project structure (2/4)
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8. Project structure (3/4) – Functional approach
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A
B

8. Project structure (4/4) – International approach
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Five potential frameworks for PMO structure
• Team or Unit or Department PMO: Provides services to support the
division’s projects.
• Project-Specific PMO: Provides project-related services as a temporary
entity established to support a specific project or program.
• Project Support/Services/Controls Office: Uses the governance,
processes, practices, and tools established by the organization and
provides administrative support for delivery of the project, program, or
portfolio work.
• Organization-wide/Strategic/Corporate/Portfolio/Global PMO: Often
responsible for alignment of project and program work to corporate
strategy, establishing and ensuring appropriate enterprise governance,
and performing portfolio management functions to ensure strategy
alignment and benefits realization.
• Center of Excellence/Center of Competency: Supports project work by
equipping the organization with methodologies, standards, and tools to
enable project managers to better deliver projects. Increases the
capability of the organization through good practices and a central point
of contact for project managers.
34 8/17/2023

Future of PMO Organizational Structures in IT
Companies
AI-Driven PMOs:
• With AI's rapid evolution, PMOs might leverage machine learning for
predictive risk analysis, resource allocation, and performance tracking.
Flexible/Agile PMOs:
• We might see dynamic PMOs that evolve with project requirements,
ensuring agility with accountability.
Value-Oriented PMOs:
• PMOs of the future might not just be project-focused but also value-
focused, ensuring every project delivers maximum business value.
Decentralized PMOs:
• With the rise of remote work and distributed teams, PMOs might become
more decentralized, catering to global teams and projects.
35 8/17/2023

Factors influencing PMO structure in IT company
• Organizational maturity
• Organizational size and culture
• Project/Programs complexity and volume, nature and size of projects
• Existing management frameworks and methodologies
• Stakeholder needs and expectations
36 8/17/2023

How to define the structure of PMO?
1. Analyze corporate structure and PMO needs
2. Identify roles and personnel
3. Clearly distribute leadership and responsibilities among staff
4. Identify projects and their coordinators/managers
5. Note stakeholders
6. Identify knowledge gaps & training requirements
7. Create organizational chart
8. Think about risks, questions & arguments
37 8/17/2023

Considerations points when defining a structure
➢ Make sure you're using the right kind of chart for your needs.
➢ Consider the level of detail and granularity needed in your chart.
➢ Identify and label the data sources used in your chart.
➢ Ensure you have all the information and expertise needed to create a
quality chart.
➢ Work with an expert who can help you craft a compelling project
organizational structure.
➢ Use visual cues to help readers follow the flow of information through
your organization.
➢ Ensure everyone involved in creating or using your project's
organizational structure understands it.
38 8/17/2023

Best Practices – Picking Structure & Making Chart
1. Structure
2. Color Palette
3. Typeface
4. Size
5. Layout
39 8/17/2023
• Keep in mind that the structure you choose will determine
the effect of your chart.
• Simple structures are easier to read, while more complex
designs can be visually appealing.
• Make sure you pick colors that are easy to read and contrast
with one another so viewers can easily distinguish them at a
glance.
• Choose a font that is easy to read and readable across
platforms (for example, one that is available on mobile
devices).
• Large fonts make data easier to see, but smaller fonts may
convey more information per unit area of space on the page
or screen where the data is displayed (called "data density").
• The layout helps people understand the relationships among
different parts of a chart by showing what goes with what.

Section 1 - take aways
1. IT PMO structure is about finding the right fit that aligns with the
company's goals, culture, and project nature.
2. IT PMO structures are evolving to stay relevant, and continue to be “the
lighthouse for projects amidst the stormy seas of change”.
40 8/17/2023

PMO Structure inYour Company /
Структура PMO у Вашій Компанії
1. Який тип структури PMO зараз у Вашій компанії?
2. Чому саме такий тип структури PMO?
3. Які його переваги та недоліки?
4. Чи бачите потребу зміни тип структури PMO на інший?
41 8/17/2023

Establishing PMO
governance and
decision-making
processes
Section 2

Importance of governance in PMO
• PMO governance is a framework that provides a structured approach to
decision-making for project-related activities.
• It outlines the roles, responsibilities, policies, and procedures required to
manage and control projects, programs, and portfolios.
• Governance ensures that the PMO's strategic objectives align with the
organization’s goals and that the PMO provides consistent value.
• IT projects often entail multiple stakeholders, cutting-edge technologies,
changing requirements, and tight budgets.
• Effective governance:
• Provides a consistent framework for managing IT projects
• Ensures alignment with business objectives and IT strategy
• Enhances accountability and transparency in decision-making
• Reduces risks related to scope creep, cost overruns, and project
failures
43 8/17/2023

PMO Governance Structures
1. Centralized PMO:
• project management functions are consolidated under a single
department
• standardized processes, methodologies, and resource allocation
• holistic view of all projects and provides guidance, support, and oversight
to ensure alignment with strategic objectives
2. Decentralized PMO:
• project management functions are dispersed across various departments
or business units - each unit may maintain its own PMO, tailored to needs.
• promotes agility and autonomy
• coordination and consistency can be more challenging
3. Hybrid PMO:
• combines elements of both centralized and decentralized approaches
allows for a balance between standardization and flexibility
• overseeing organization-wide governance
• supporting decentralized units’ unique requirements
44 8/17/2023

Key Components of PMO Governance
• Roles and Responsibilities: Clearly defined roles for the PMO team,
stakeholders, and project managers.
• Processes and Procedures: Systematic approach to initiating, planning,
executing, monitoring, and closing projects.
• Guidelines andTemplates: Standardized documents and tools to ensure
consistency across projects.
• Reporting and Communication: Regular updates to stakeholders and
team members about project progress, risks, and changes.
“PMO governance and compliance should be approached with minimum
viable bureaucracy (MVB) in mind. Do not boil the ocean. Instead, focus on
ensuring the basics are covered and that this is done well. It is about finding
the right balance with an MVB that will prevent you from falling into chaos,
while still having just enough project governance.”
https://www.pmi.org/learning/library/roadmap-pmo-excellence-13084
45 8/17/2023

General PMO governance bodies (1/3)
46 8/17/2023
# Title of the
Body
Short Description Key Functions Types of Decisions
1 Steering
Committee
A group of high-level
stakeholders who
provide strategic
direction and oversight
for the PMO.
• Setting PMO
strategic objectives
• Prioritizing projects
and programs
• Allocating resources
• Project or program
approval
• Budget allocation
• Strategic direction
2 PMO Director/
Manager
The individual
responsible for the day-
to-day operations of the
PMO.
• Managing PMO staff
• Reporting to
executive leadership
• Implementing PMO
processes and tools
• PMO staffing
• Process/tool
implementation
• Risk escalation
3 Project
Review Board
A group of individuals
responsible for
evaluating the progress
and performance of
projects and programs.
• Reviewing project
status
• Assessing project
risks and issues
• Recommending
corrective actions
• Project continuation
or termination
• Corrective actions
• Changes to project
scope

47 8/17/2023
# Title of the
Body
4 Change
Control Board
(CCB)
A formal group that
reviews, evaluates,
approves or rejects
changes to a project,
and records and
communicates such
decisions.
• Reviewing change
requests
• Approving or
rejecting changes
• Communicating
decisions related to
changes
• Approval or rejection
of change requests
• Impact assessment of
proposed changes
5 Resource
Allocation
Committee
A group responsible for
allocating human,
financial, and other
resources among
various projects and
initiatives.
• - Assessing resource
availability
• Allocating resources
to projects
• Resolving resource
conflicts
• Resource assignment
to projects
• Prioritization of
resource allocation

48 8/17/2023
# Title of the
Body
6 Risk
Management
Committee
A group responsible for
identifying, assessing,
and developing
mitigation plans for
project risks.
• Identifying project
risks
• Developing risk
mitigation plans
• Monitoring risk
status
• Risk response
strategy
• Risk tolerance levels
• Risk escalation
7 Portfolio
Management
Office (PfMO)
A body focused on
managing a collection
of projects and
programs as a portfolio,
ensuring they align with
organizational
objectives.
• Portfolio strategy
development
• Portfolio analysis and
prioritization
• Portfolio
performance
monitoring
• Portfolio strategy
• Project and program
selection
• Portfolio risk
tolerance

EU PM² Project Governance Guidelines
49 8/17/2023

КЕЙС: Створення ПМО в НБУ у 2015-2018 рр. (1/2)
Робоча група
Лідер проєкту
Проєктний менеджер
Уч. 1 Уч. 2 Уч. N
…
Проєктна команда
Уч. 1
Уч. 2
Уч. 3
Уч. 4 Уч. N
…
Координація
Комітет з управління змінами
Бізнес-спонсор
Учасн. 1 Учасн. 2 …
Проєктний офіс
Звітність
Звітність
Контроль
Контроль
Контроль
Управління та контроль

61
18
підрозділів НБУ
мають відкритий
проект
проект (захід) реалізується в
рамках Комплексної програми
з розвитку фінансового
сектору до 2020
10
Комітетів Правління створено
для обговорення питань та
залучення підрозділів для
якісного прийняття рішень
88%
проектів – строком
понад 1 рік
69%
проектів – з бюджетами
33
проекти вже реалізовано
73
проектних менеджерів
працюють над виконанням
зареєстрованих проектів
108
проектів у портфелі ПМО
НБУ (2015-2018)
30
законопроектів
розроблено в рамках
проектів з реформи фін.
сектора

до 2014 2014-2015 2016-2018
Відсутність ПМО в НБУ Започаткування Швидкий розвиток
Проєктний офіс НБУ
(керівний) Проєктний офіс НБУ
(директивний)
+ управління бюджетами проєктів
Процесний офіс
+ організаційний менеджмент
Офіс реформи фінансового
сектору
+ ПМО за підтримки ЄБРР
Стратегічне
планування в НБУ
стратегії
та
реформування
2019-2021…
стратегії
та
розвитку
Вдосконалення
Проєктний офіс НБУ
Процесний офіс
(+ продуктовий/сервісний підхід)
Офіс реформи фінансового
сектору (НБУ + консультанти)
Стратегічний аналіз
Бізнес-аналіз
Офіс стратегічного
планування (НБУ + фін. сектор)
Операційне планування
Від керівного ПМО до центру управління стратегічними змінами в НБУ та
фінансовій екосистемі України

8 major steps to establish PMO governance
1. Define PMO's vision, scope and objectives
2. Establish Roles and Responsibilities (next Section)
3. Develop a governance framework (inlc. scheme)
4. Develop Processes and Procedures (e.g. project initiation, resourse
allocation, risk management, change management, etc)
5. Set decision-making processes
6. Implement a reporting structure (dashboards, reviews)
7. Train and Communicate
8. Monitor and review governance effectiveness
53 8/17/2023

Importance of setting reporting periods
54 8/17/2023

PMO Reports for Different Stakeholders at the
Company
55 8/17/2023

Future Development of PMO Governance in IT
Companies
More Agility:
• Traditional PMO governance models might become obsolete. IT
companies are moving towards agile and hybrid methodologies. PMOs
will have to be more adaptive, ensuring governance without curbing
agility.
Using AI and Machine Learning:
• Future PMOs could leverage AI to predict risks, allocate resources
efficiently, and optimize project outcomes.
Focus on BusinessValue:
• Instead of just project delivery, PMOs will increasingly focus on delivering
projects that offer tangible business value.
56 8/17/2023

1. PMO governance isn’t just about setting rules – it's about creating an
environment where projects are executed successfully.
2. There are lots of standards for creating effective PMO governance.
3. IT companies, with their unique challenges, need a flexible and effective
PMO governance model more than ever.
57 8/17/2023

Що входить у Вашу ідеальну структуру / систему
управління ПМО?
58 8/17/2023
1. Відокремлення виконання проєкту від відповідальності по
процесам ПМО
2. Потрібні домовленості – напр. пробуємо, вдосконалюємо, як
передається інформація
3. Коли є постійне покращення, коли є ментор і проводить зустрічі з
командами та учасниками проєкту
4. Стандарти треба визначити, методологія, колегіальний орган,
система управління портфелем (для автоматизації та
дашбордизації)

Defining roles and
responsibilities
within the PMO
Section 3

Why do we need the roles?
Текст
60 8/17/2023

Key roles in a typical PMO
1. PMO Director/Head
2. Portfolio Manager
3. Program Manager(s)
4. Project Manager(s)
5. BusinessAnalyst(s)
6. PMO Support roles:
a. Project Coordinator/Expediter
b. PMO Analyst
c. Resource Manager
d. Scheduler
e. Administrator
f. Procurement Manager
g. Trainer / Coach
h. HR manager
i. Assistants
61 8/17/2023

Typical KEY roles comparison (1/2)
Role Short Description Key Functions Key Responsibilities Key Outputs
1. PMO
Director/Head
Oversees the entire
PMO,
aligning it with
organizational
objectives.
• Strategic
alignment,
• Governance,
• Leadership
• Setting PMO
direction &
strategy,
• Budgeting,
• Staffing,
• Reporting to
executives
• Strategic plan
for PMO,
• PMO budget,
• Executive
reports
2. Portfolio
Manager
Manages a
collection of
projects and/or
programs, and
aligns with the
organization’s
objectives.
• Portfolio
strategy,
• Resource
allocation,
• Risk
management
• Selecting
projects/
programs,
• Allocating
resources,
• Balancing
portfolio risks
• Portfolio
status reports,
• Resource
allocation
plans
62 8/17/2023

Typical KEY roles comparison (2/2)
3.
Program
Managers
Manages a group
of related projects
aiming for
common goals.
• Program
planning,
• Stakeholder
management
• Coordination
• Defining program
controls,
• Managing project
managers,
• Ensuring program
goals are met
• Program plan,
• Program
status reports,
• Lessons
learned docs
4. Project
Managers
Leads individual
projects from
initiation to
completion.
• Project
planning,
• Execution,
• Closure
• Defining scope,
• Managing resources,
• Keeping project on
schedule
• Reporting
• Project plan,
• Project status
reports,
• Final project
report
5.
Business
Analysts
Analyzes business
needs and
manages
requirements for a
project.
• Requirement
analysis,
• Solution
assessment,
• Stakeholder
comm-tion
• Gathering and
defining business
requirements,
• Analyzing data,
• Supporting project
managers
• Requirements
document,
• Data analysis
reports,
• Process
improvement
plans
63 8/17/2023

Typical SUPPORTIVE roles comparison (1/3)
Role Short
Description
Key Functions Key Responsibilities Key Outputs
a) PMO
Project
Coordinator/
Expediter
Assists PMs in
organizing
ongoing
projects.
• Coordination,
• Communicati
on,
• Document
Control
• Scheduling,
• Reporting,
• Assisting PMs
• Project
updates,
• Meeting notes
b) PMO
Analyst
Analyzes project
data and creates
reports.
• Data
Analysis,
• Reporting,
• Strategic
Analysis
• Collecting project
data,
• Analyzing
performance metrics,
• Reporting
• Data analysis
reports,
• Dashboards
c) PMO
Resource
Manager
Manages
allocation of
resources across
projects.
• Resource
Allocation,
• Capacity
Planning,
• Staffing
• Allocating staff,
• Forecasting resource
needs,
• Conflict resolution
• Resource
allocation
plans,
• Capacity
reports
64 8/17/2023

Role Short
Description
d) PMO
Scheduler
Responsible for
creating and
maintaining
project
schedules.
• Scheduling,
• Time
Management
• Reporting
• Creating project
schedules,
• Updating schedules,
• Reporting delays
• Project
schedules,
• Gantt charts
e) PMO
Administrator
Provides
administrative
support to the
PMO.
• Document
Control,
Coordination,
Administratio
n
• Managing PMO
documentation,
• Scheduling
meetings,
• Clerical duties
• Meeting
agendas,
• Document
repository
f) PMO
Procurement
Manager
Manages
procurement
related to
projects.
• Procurement,
• Contract
Management
• Vendor
Relations
• Managing contracts,
• Selecting vendors,
• Ensuring compliance
• Contracts,
• Vendor lists
65 8/17/2023

Role Short
Description
g) PMO
Trainer /
Coach
Develops and
delivers PM
training to staff.
• Training,
• Coaching,
• Mentorship
• Designing training
programs,
• Coaching PMs,
• Assessing training
needs
• Training plans,
• Training
material
h) PMO HR
Manager
Manages HR
functions
specific to the
PMO.
• Recruitment,
• Talent
Management
• Employee
Relations
• Recruiting PMO
staff,
• Managing
performance,
• Handling employee
issues
• HR policies for
PMO,
• Staffing plans
i) PMO
Assistants
Provides
additional
administrative
support to the
PMO.
• Clerical
Duties,
• Support,
• Document
Control
• Assisting PMO staff,
• Filing,
• Scheduling
• Meeting
setup,
• Document
filing
66 8/17/2023

METHODOLOGICAL role at PMO
Role Description Key Functions Key
Responsibilities
Key Outputs
(!)
PMO
Methodology
andTools
Manager
Oversees the
development,
implementation,
and maintenance
of project
management
methodologies and
tools used within
the PMO.
• Methodology
Development
&
Maintenance,
• Tool Selection
&
Management,
• Training &
Support
• Defining and
standardizing
PM
methodologies,
• Selecting and
managing PM
tools,
• Training PMO
staff on
methodologies
and tools
• Standardized
PM
methodologies,
• Selected PM
tools,
• Training
material for
methodologies
and tools
67 8/17/2023

Agile PMO general roles comparison (1/3)
Role Short
Description
1. Agile PMO
Director
Oversees the
Agile PMO and
aligns with
strategy.
• Leadership,
Strategy,
Governance
• Defining strategy,
• Leading Agile
transformation,
• Reporting to
executives
• Agile PMO
strategy,
• Executive
reports
2. Agile Coach Guides teams in
the
implementation
of Agile
methodologies.
• Training,
• Mentoring,
• Continuous
Improvement
• Coaching teams,
• Facilitating Agile
ceremonies,
• Identifying
improvement
opportunities
• Agile training
material,
• Coaching
reports
3. Scrum
Master
Facilitates
Scrum teams
and removes
impediments.
• Scrum
Facilitation,
• Impediment
Removal,
• Team
Collaboration
• Facilitating Scrum
ceremonies,
• Removing
impediments,
• Shielding the team
• Sprint
Burndown
Charts,
• Retrospective
notes
68 8/17/2023

Role Short
Description
4. Product
Owner
Represents
stakeholders &
maintains the
product backlog.
• Backlog
Management
• Stakeholder
Comm-tion
• Requirement
Clarification
• Managing product
backlog,
• Prioritizing user
stories,
• Accepting
completed stories
• Prioritized
Product
Backlog,
• Stakeholder
feedback
5. Agile
Analyst
Works with
Product Owner
& team to define
and clarify
requirements
• Requirement
Analysis,
• Backlog
Refinement,
• Stakeholder
Comm-tion
• Eliciting and
documenting
requirements,
• Supporting Product
Owner,
• Facilitating backlog
refinement
• User stories,
• Acceptance
criteria
69 8/17/2023

Role Short
Description
6. Agile PMO
Administrator
Provides admin-
tive and
logistical
support to Agile
teams.
• Coordination,
• Docume-tion,
• Support
• Managing Agile
PMO
documentation,
• Scheduling Agile
ceremonies,
• Providing logistical
support
• Meeting
agendas,
• Document
repository
7. AgileTools
& Systems
Manager
Manages and
customizes tools
used by Agile
teams.
• Tool
Management
• Customi-tion,
• Training &
Support
• Selecting and
managing Agile
tools,
• Customizing tools to
fit team needs,
• Training teams on
tools
• Configured
Agile tools,
• Tool training
material
70 8/17/2023

IT SERVICE company – general PMO roles (1/3)
71 8/17/2023
Role Short
Description
1. PMO
Director
Leads the PMO
and aligns its
activities with
company goals.
• Strategic
• Planning,
• Governance,
Leadership
• Setting PMO
strategy,
• Staffing,
• Reporting to
executives
• PMO strategy,
• Executive
reports,
• PMO Budget
2. Service
Delivery
Manager
Ensures quality
and timely
delivery of IT
services to
clients.
• Client
Relations,
• Service
Delivery,
• Issue
Resolution
• Managing client
relationships,
• Overseeing service
delivery,
• Resolving service
issues
• Client
satisfaction
reports,
• Service
delivery plans
3. Project
Manager
Manages
individual client
projects from
initiation to
closure.
• Project
Planning,
• Execution,
• Client
Communicati
on
• Defining scope,
resources,
schedule,
• Reporting
• Project plan,
• Status reports,
• Final project
report

72 8/17/2023
4.Technical
Lead
Oversees
technical aspects
of projects and
ensures
alignment with
client needs.
• Technical
Planning,
• Quality
Assurance,
• Team
Leadership
• Planning technical
aspects of projects,
• Managing technical
team,
• Ensuring quality
• Technical plans,
• Code reviews,
• Technical
documentation
5. Resource
Manager
Manages
allocation of
personnel across
client projects.
• Resource
Allocation,
• Capacity
Planning,
• Staffing
• Allocating staff to
projects,
• Forecasting
resource needs,
• Resource
allocation
plans,
• Capacity
reports
6. PMO
Analyst
Analyzes data
related to projects
and creates
reports for
decision making.
• Data
Analysis,
• Reporting,
• Strategic
Analysis
data,
• Analyzing
performance
metrics,
• Creating reports
• Project
performance
reports,
• Dashboards

73 8/17/2023
7. PMO
Admini-
strator
Provides
administrative
support to the
PMO and project
teams.
• Document
Control,
• Coordination,
• Administratio
n
• Managing PMO
documentation,
• Scheduling
meetings,
• Clerical duties
• Meeting
agendas,
• Document
repository,
• Meeting
minutes
8. Contract
Manager
Manages client
contracts and
ensures
compliance with
terms.
• Contract
Negotiation,
• Compliance
Monitoring,
• Client
Relations
• Negotiating
contracts,
• Monitoring
compliance,
• Managing contract
renewals
• Client
contracts,
• Compliance
reports
9. Client
Engagement
Manager
Develops and
maintains strong
relationships with
clients.
• Client
Relationship,
• Account
Growth,
• Issue
Resolution
• Maintaining client
relationships,
• Identifying new
opportunities,
• Resolving issues
• Client
satisfaction
surveys,
• Account
growth plans

IT PRODUCT company – general PMO roles (1/3)
74 8/17/2023
1. PMO
Director
Leads the PMO
and aligns its
activities with
company goals.
• Strategic
Planning,
• Governance,
• Leadership
• Setting strategy,
• Staffing,
• Reporting to
executives
• PMO strategy,
• Executive
reports,
• PMO Budget
2. Product
Manager
Oversees product
development
from concept to
market.
• Product
Strategy,
• Roadmap
Planning,
• Stakeholder
Management
• Defining product
vision,
• Creating and
prioritizing
roadmap,
• Managing product
lifecycle
• Product
roadmap,
• Market analysis
reports
3. Project
Manager
Manages
individual product
development
projects from
initiation to
closure.
• Project
Planning,
• Execution,
• Stakeholder
Communicati
on
• Defining scope,
resources,
schedule,
• Reporting
• Project plan,
• Status reports,
• Final project
report

75 8/17/2023
4.Technical
Lead
Leads the
technical aspects
of projects and
ensures
alignment with
product vision.
• Technical
Planning,
• Quality
Assurance,
• Team
Leadership
• Planning technical
aspects of projects,
• Managing technical
team,
• Ensuring quality
• Technical plans,
• Code reviews,
• Technical
documentation
5. Resource
Manager
Manages
allocation of
personnel across
product
development
projects.
• Resource
Allocation,
• Capacity
Planning,
• Staffing
• Allocating staff to
projects,
• Forecasting
resource needs,
• Resource
allocation
plans,
• Capacity
reports
6. PMO
Analyst
Analyzes data
related to projects
and creates
reports for
decision making.
• Data
Analysis,
• Reporting,
• Strategic
Analysis
data,
• Analyzing
performance,
• Creating reports
• Project
performance
reports,
• Dashboards

76 8/17/2023
Role Short
Description
7. PMO
Admini-
strator
Provides
administrative
support to the
PMO and
project teams.
• Document
Control,
• Coordination,
• Administration
• Managing PMO
documentation,
• Scheduling meetings,
• Clerical duties
• Meeting
agendas,
• Document
repository,
• Meeting
minutes
8. Release
Manager
Ensures
smooth and
coordinated
product
releases.
• Release
Planning,
• Coordination,
• Quality
Assurance
• Planning product
releases,
• Coordinating with
departments,
• Ensuring quality of
releases
• Release plans,
• Release notes
9. UX/UI
Designer
Designs the
user interface
and experience
for the
product.
• Design
Planning,
• User Research,
• Visual Design
• Creating user
interface designs,
• User research,
• Collaborating with
developers
• Design
mockups,
• User research
reports

Potential Future Developments in PMO Roles in IT
Companies
Increasing Emphasis on Strategy:
• As IT companies tackle larger and more transformative projects, PMOs may likely
integrate more closely with C-level executives, ensuring that projects closely align
with company strategy.
Integration of AI and Automation:
• Automation tools and AI can help predict project bottlenecks, optimize resource
allocation, and more. New role : AI Analysts or Automation Specialists.
Focus on Remote and Distributed Teams:
• Post-pandemic, the shift to remote work is here to stay. PMOs will have to adapt,
possibly creating roles dedicated to managing and optimizing distributed teams.
Emphasis on Continuous Learning:
• The rapid pace of technological change means that PMOs must be in a state of
constant learning. Roles like 'Learning and Development Specialist' becoming more
commonplace.
Enhanced Stakeholder Engagement:
• With businesses relying heavily on IT, stakeholders from non-IT departments will
engage more with projects.The PMO might introduce 'Stakeholder Liaison' roles to
facilitate this cross-functional collaboration.
77 8/17/2023

1. The roles within a PMO can vary based on the size, culture, and
objectives of an IT company.
2. The core objective remains the same: ensuring effective, efficient, and
successful project delivery.
3. As technology and business landscapes evolve, PMOs will need to
adapt, introducing new roles and refining existing ones.
4. The future PMO will be even more strategic, data-driven, and agile than
its predecessors, ready to meet the challenges of the ever-changing IT
landscape.
78 8/17/2023

Яких ролей наразі не вистачає у Вашому ПМО?
79 8/17/2023
• Чендж менеджер
• Бізнес аналітики
• Кволіті менеджер
• ІТ команда
• Архітектор (ІТ, паттерни, деталі)

Лелека несе якісний такмед для ЗСУ!
80 8/17/2023
www.Leleka.Care
facebook.com/LelekaFoundation
ПІДТРИМАЙ!

PMO function as a
system – Concept
Section 4

Функція ПМО як система складається з шести
ключових взаємозалежних елементів
Проєктний
комітет
Проєктний
офіс
Методологія
Портфель
проєктів
IT
платформа
Людський
капітал
2
1
3
4
5
6
Зв’язки
елементів
системи
Проєктний
комітет
Проєктний
офіс
Методологія
Портфель
проєктів
IT
платформа
Людський
капітал
Елемент
системи: Короткий опис елементу:
Колегіальний орган, який здійснює централізоване управління проєктною
діяльністю в порядку, визначеному Положенням про проєктну діяльність, а
також іншими нормативними документами, що регламентують діяльність
такого органу. У разі відсутності проєктного комітету, його роль виконує Голова
або особа, яка виконує його обов’язки, відповідно до статуту підприємства
Розробляє, впроваджує та розвиває методологію, стандарти та культуру
проєктного менеджменту, здійснює проєктну підтримку, супроводження та
консультування учасників проєктної діяльності на всіх фазах життєвого циклу
проєктів, адмініструє портфель проєктів, веде реєстр проєктів та управляє
«базою знань» щодо проєктної діяльності, здійснює моніторинг виконання
проєктів, формує загальну аналітику та звітність щодо портфелю проєктів для
керівництва, виконує інші завдання у сфері проєктного управління
Представлена Основними засадами, Положенням про проєктну діяльність та
іншими нормативно-правовими та розпорядчими актами з питань проєктного
управління та управління змінами, які регулюють, регламентують та
стандартизують інструменти проєктного менеджменту та підходи їх
застосування
Складається з проєктів та проєктних ініціатив, формування та адміністрування
яких здійснюється Проєктним офісом відповідно до методології проєктного
управління, зокрема шляхом ведення реєстру проєктів, регулярних процедур
щодо моніторингу виконання проєктів, формування звітності для керівництва
Програмний комплекс для автоматизації процесів проєктної діяльності, який
забезпечує внесення, зберігання, обробку, аналіз, моніторинг та контроль
інформації з питань проєктної діяльності
Проєктні менеджери, керівники та співробітники підрозділів та філій,
керівництво підприємства та інші учасники проєктної діяльності, що задіяні в
реалізації проєктів та мають відповідні знання та компетенції у сфері
проєктного менеджменту

Архітектура створення функції ПМО як системи
елементів була застосована в НБУ та АМПУ

1. ПМО – важлива складова загальної екосистеми інструментів
управління організацією
2. Побудова функції ПМО як системи дозволить досягнути якісного та
комплексного результату від застосування проєктного управління в
організації
3. Система/функція ПМО має бути обов’язково інтегрована у ключові
системні процеси організації
84 8/17/2023

Домашнє завдання
Наприкінці курсу (02.11.2023) Вам необхідно буде презентувати
рішення та план по впровадженню/оновленню PMO
ваших/обраних компаній з урахуванням знань та практик,
отриманих на заняттях курсу.
З заняття #3 у Вашій презентації мають міститися такі
обґрунтування:
1. Яка структура нового/оновленого PMO?Чому така?
2. Яким буде процес прийняття рішень у PMO?Чому так?
3. Які плануються ролі та обов’язки всередині PMO?Чому такі?
Надсилайте Ваші рішення до 23.08.2023 в спільну групу.
85 8/17/2023

Useful Online Resources
• Organizational structures: an explanation – IONOS
• Organizational Designs and Structures - Business LibreTexts
• Project Organization – Project Management from Simple to Complex (umn.edu)
• Project Management OfficeCase Study - LeopolisGroup
• CASES: Building a PMO from the ground up:Three stories, one result (pmi.org)
• Which PMO Structure Is Best forYour Company? | BlogWrike
• A Roadmap to PMO Excellence | PMI
• PM², Project management methodology - PublicationsOffice of the EU
• Which PMO Is Right forYour Organization?| PMI
8/17/2023
86

Michael Vidyakin: Defining PMO Structure and Governance (UA)

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