The document discusses establishing a project management office (PMO) and outlines several key points: 1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs. 2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction. 3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes. 4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as

1. PMO KICK-OFF
JUNE 2019
By Ebru Seiwert

2. Project Management Issues

3. An organizational body…
assigned various responsibilities related to the
centralized and coordinated management of those
projects under its domain.
There in no such thing as a "universal solution"
To be effective, a PMO must be tailored to the
organization's project types, management/staff
capabilities, and the organization's culture.
What is PMO?

4. Value of PMO/PPM

5. PMO Benefits

6. PMO Role & Objectives

7. PMO Maturity Level – Where are we?

8. PPM Maturity Level

9.  0 Non-Existent – Not applied
 1 Initial – Ad hoc and disorganized
 2 Repeatable – Follow regular pattern
 3 Defined – Documented/communicated
 4 Managed – Monitored and measured
 5 Optimized – Best practices followed/ automated
Source: CobiT 3rd Edition, Management Guidelines
CobiT® Maturity Levels

10. PM techniques are not used
Organization does not consider business impact of poor
project performance
Source: CobiT 3rd Edition, Management Guidelines
Level 0 – Non Existence

11.  Aware of need for project structure and risks of poorly managed projects
 Use of PM techniques left to the individual
 Projects are generally poorly defined and do not incorporate business or
technical objectives of the organization or stakeholders
 Lack of management commitment and project ownership
 Critical project decisions are made without user management or
customer input
 Little or no customer and user involvement in defining IT projects
 No clear organization within IT projects and roles/responsibilities are not
defined
 Project schedules and milestones are poorly defined
 Project staff time and expenses are not tracked and compared to budgets
Source: CobiT 3rd Edition, Management Guidelines
Level 1 – Initial/Ad Hoc

12. Sr. Management has gained and communicated an awareness
of the need for IT Project Management
Organization is in the process of learning and repeating certain
techniques and methods from project-to-project
Projects have informally defined business and technical
objectives
Limited stakeholders involvement in PM
Some PM guidelines developed, but left to discretion of project
managers
Source: CobiT 3rd Edition, Management Guidelines
Level 2 – Repeatable but Intuitive

13.  PM process and methodology formally established and communicated
 IT projects defined with appropriate business and technical objectives
 Stakeholders are involved in the management of IT projects
 Defined project structure with roles and responsibilities
 Defined and updated project milestones, schedules, budget and
performance measurements
 IT Projects have formal post systems implementation procedures
 Informal project management training provided
 No established policies for using combination of internal and external
resources
 Quality assurance procedures are defined
Source: CobiT 3rd Edition, Management Guidelines
Level 3 – Defined Process

14.  Formal and standardized project metrics
 PM measure and evaluated throughout organization not just IT
 PM process enhancement formalized and communicated, and project team
members are trained on all enhancements
 Risk management performed as part of PM
 Stakeholders actively participate in projects or lead them
 Project milestones and criteria for evaluating success at each milestones are
established
 Value and risk are measured and managed prior to, during, and after project
completion
 Management has established a program management function within IT
 Projects are defined, staffed, and managed to address organizational goals,
rather than only IT specific ones.
Source: CobiT 3rd Edition, Management Guidelines
Level 4 – Managed and Measurable

15.  Proven full life-cycle project methodology is implemented and
enforced, and integrated into organizational culture
 On-going program to institutionalize best practices has been
implemented
 Strong and active project support from Sr. Management sponsors
and stakeholders
 Implemented project organization structure with documented
roles, responsibilities, and staff performance criteria
 Long term IT resources strategy is defined to support
development and operational outsource decisions
 Integrated Program Management Office is responsible for projects
from inception to post implementation
 Program Management Office is under the management of the
business units and requisitions and directs IT resources to
complete projects
 Organization-wide planning of projects ensures that users and IT
resources are best utilized to support strategic initiatives
Source: CobiT 3rd Edition, Management Guidelines
Level 5 – Optimized

16.  One size does not fit all
 PMO Drivers/ Business Needs
 PM Maturity
 Vision and Goals of Sponsor
 Business/ Organization Mission
 Organization size
 Number of projects
 Political and cultural environment
 Tactical vs. strategic
 Internal vs. external focus
 Departmental vs. enterprise (IT vs. LOB)
 Single vs. multiple
 Staff vs. line organization
PMO Models
Supportive

17. TRADITIONAL PMO NEXT GENERATION PMO
Focus mostly on tactical issues Focus on strategic and cultural issues
Science of Project Management Art and craft of Project Management
Views organization as a “Complex Machine” Views organization as a “complex ecology”
Emphasis on monitoring and control Emphasis on collaboration
Provides tools similar to precise “map” to follow Provides tools similar to a “compass” that show the
direction
Internal process focused Focus on end products, customers and outcomes
Process driven Business driven
Standard (heavy) methods and practices Adaptable and flexible (agile) methods and practices
Based on rules; follow rules Based on guiding principles; follow rules and improvise
if needed
Defined, repeatable, managed and optimized practices Adaptive and Innovative practices
Focus on efficiency Focus on effectiveness and innovation
Process leadership Thought leadership
Heavy management and governance Balanced management, governance and leadership
Traditional vs Next Generation PMO

18.  Increased number of projects completed on time and on budget
 Availability of accurate project schedule and budget information
 Decrease in systematic and common project problems
 Improved timeliness of project risk identification
 Increased organization satisfaction with project delivery services
 Improved timeliness of project management decisions
PMO KEY GOAL INDICATORS

19. PMO Implementations fail when
 PMO did not define its value proposition.
 PMO is not perceived as impacting project delivery abilities.
 PMO is seen as a threat — most often too authoritative.
 PMO does not have buy-in from the senior management.
 PMO is too low in the management reporting.
 PMO is micromanaging — trying to control every project directly.
 PMO doesn’t address the cultural change required.

20.  Establishing a PMO that brings recognized value in the first six months of its existence
is critical.
 Recommendation to go beyond the original models.
 Consider establishing visible value to senior management from the get-go.
 Go after the low-hanging fruit that helps everyone win and the PMO will be on its way.
 Avoid being perceived as sitting in the "Ivory Tower of Project Management Excellence".
 Build a PMO that will "Deliver Value Now."
PMO success factors to consider
Path Forward

21. PMO Implementation
Plan Elements

22. PMO Implementation Stages