This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and

1. PMO
Implementing a Project
Management Office

2. Objectives
• Why PMO’s?
• Types of PMO’s
• Stakeholder Buy-In
• PMO Best Practices
• Starting your PMO

3. Project Management
Office - PMO
According to the definition in the PMBOK® Guide,
“Project Management Office (PMO). An organization
structure that standardizes the project-related governance
processes and facilitates the sharing of resources,
methodologies, tools, and techniques.”
Depending on the Organization, the
function and definition of a PMO might
vary.. In General: The PMO centralizes,
coordinates and oversees the
Management of projects and programs.

4. Goal of PMO
• Improve practices and results of Project
Management.
• Help Project Managers achieve project goals.
• Provide the organization with Valuable metrics on
Projects including lessons learned and project
results.
• Provide project managers the opportunity to develop
their professional skills more quickly.
• Provide qualified project managers to an
organization.

5. Types of PMO
• Supportive - Consultative, coaching Role -
approach where the role of the PMO is to provide
best practices, tools, templates and training and
access to knowledge bases on previous projects.
• Controlling – Supportive Role - Provides all the
tools and templates but also assures compliance
through audits etc.
• Directive – Provides tools and templates, best
practices etc, also assures compliance through
audits and directs completion of projects.

6. Stakeholder Buy - In
Workflow
Management
Development
• Our approach should be starting off as a supportive
PMO and then migrating to a controlling PMO.
• One of the major value adds that a PMO must
provide is measurable results to help execution of
strategy to meet the overall vision of the
organization.
• By proven metrics and project success the
organization will soon embrace a PMO that increases
the probability of meeting project goals.

7. PMO Best Practices
People – Ensure there is a good mix of different areas represented in the
organization such as Marketing, Sales etc. This is organization dependent the
idea is to pick the right mix of resources that will provide the most value.
Remember the goal of achieving project success ultimately should be tied
into the organizations strategy. The roles and responsibilities complement
each other to create a balanced team that adds value to the organization.
Tools and Templates – Developing your own product life cycle management
framework is a great place to start then look for tools and techniques to help
drive the change.
Data - All project delivery must be measurable along with knowledge bases
containing lessons learned, previous estimates and actuals. This type of
metrics are very valuable for both the organizational executives and project
managers in the PMO,

8. Starting your PMO
Requirements to Think about before Starting:
• The PMO should take the overall strategic vision of the
organization and align it to the projects in order to provide
value add and sustain itself.
• The PMO should look at ways to continuously improve adding
value to its customers via feedback and constant
communication.
• The PMO should provide measurable value to its internal and
external stakeholders.
• The PMO should be responsible for providing the education and
resources to bring benefit to the projects in the organization it
serves.

9. Thank You!
Video on The Benefits of a PMO – Paul Jones, Head of PMO
Fujitsu UK and Ireland