The document discusses the significance of a Project Management Office (PMO) for efficient project management in organizations facing multiple overlapping projects. It outlines best practices for establishing and running a PMO, including defining roles, regular communication with stakeholders, and continuous training for project managers. The ultimate goal of implementing these practices is to enhance project efficiency, minimize failures, and improve profitability.

1. Project
Management
Office
BEST PRACTICES
- Sudhanva Ramesh

2. Project Management Office –
Need in a Nut shell
• Need for a centralized department to make sure all projects are managed
efficiently and effectively from concept to completion.
• Higher rate of project failures
• Need of the organization to complete projects faster, cheaper and better
 PMOs are particularly important to businesses that have a continuous flow of
multiple, overlapping projects sharing operations, technology and human
resources.
 PMO should be looked as a unit that adds value to an enterprise instead of
looking it as another department up the ladder. The number of various domains,
possess a great challenge to a company that it is increasingly the need of the
hour to have a Project Management Office.

3. Best Practices
• Running a PMO like a project – Charter the need of a PMO, scope of the PMO, WBS, Metrics to
measure its performance, communications and Risk Assessment Plans
• Set aside time to meet with the management/stakeholders often to communicate progress to
ensure the purpose and added value of the PMO
• Define the roles of every team member in a PMO. Ensure every team member is listed on an
organization chart and disseminated across the organization.
• Implement PMO Services in line with business drivers and project issues. House the best practices,
tools and techniques
• Foster Project Management by conducting regular assessments, audits to help identify strengths,
weaknesses and areas of improvement.

4. Best Practices
• Find the right tool to manage PMO. Skillset, Staffing should support the tool and
the tool should serve as a means to the end to successfully and efficiently
manage Projects, Portfolios and PMO.
• Continuously train the project managers(Formal Program) to a standard set of
parameters(set company wide) to manage the projects. Ensure written
procedures to ensure consistency.
• Assign a budget to a project and make managers accountable for every
component of the budget.
• Root Cause Analysis, SOP’s form the back bone of the technical skill set. This
helps the process, technology, delivery and the management.
• Ensure Internal/Customer Oriented schedules are met, tracked and presented
to the senior management.

5. • Audit your process with the best practices in addition to Metrics
(continuously improved depending on the industry and market needs) –
• Identify the need to always make significant changes to maximize
process.
• Fine tune even if you have a “Almost” perfect PM Process.
• Periodically Update for Continuous Improvement.
Motto –
Increase client/customer profitability by focusing on continuous results
Best Practices

6. Thank you