The document discusses the value of establishing a Project Management Office (PMO) to implement common project management processes across an organization. It notes that a PMO can be responsible for acquiring and deploying a common methodology, as well as providing training, auditing projects, and reporting on project status. A PMO adds value by helping complete projects on time and on budget through standardized processes and practices. However, the value of a PMO depends on factors like the size of an organization and number of projects. For larger organizations with many projects, a PMO provides significant benefits, while smaller organizations with few projects may not need one.
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
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
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Jordan Cambron proposes an alternate test option to complete a project management course. He will focus on completing five smaller daily projects over the first few weeks to develop skills like cost analysis, waterfall methodology, leadership, and critical chain project management. The larger final project will be leading a group to record veterans' stories for the Library of Congress. Cambron believes this customized curriculum will allow him to improve project management abilities relevant to his healthcare administration field of study.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The document discusses the challenges facing IT departments and the role of a Project Management Office (PMO) in addressing those challenges. It outlines how a PMO can help IT departments align projects with business strategy, optimize investments, govern project workflow, and establish best practices. However, PMOs often fail when they do not define their value, lack executive support, or try to be one-size-fits-all. The document advocates for a holistic PMO framework and discusses Newton Consulting's services in helping organizations implement a successful PMO.
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
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
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Jordan Cambron proposes an alternate test option to complete a project management course. He will focus on completing five smaller daily projects over the first few weeks to develop skills like cost analysis, waterfall methodology, leadership, and critical chain project management. The larger final project will be leading a group to record veterans' stories for the Library of Congress. Cambron believes this customized curriculum will allow him to improve project management abilities relevant to his healthcare administration field of study.
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The document discusses the challenges facing IT departments and the role of a Project Management Office (PMO) in addressing those challenges. It outlines how a PMO can help IT departments align projects with business strategy, optimize investments, govern project workflow, and establish best practices. However, PMOs often fail when they do not define their value, lack executive support, or try to be one-size-fits-all. The document advocates for a holistic PMO framework and discusses Newton Consulting's services in helping organizations implement a successful PMO.
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.
PROJECT MANAGEMENT OFFICE (PMO)
Syllabus Overview
Apa itu PMO dalam manajemen proyek? PMO adalah singkatan dari Project Management Office. Dalam organisasi seukuran perusahaan, departemen inilah yang memperbaiki manajemen proyek dengan menstandardisasi proses dan meningkatkan efisiensi. Melalui training ini peserta akan memahami bagaimana peran , tugas dan tanggungjawab PMO dalam mensupport Project Management
Class Type : Training
Duration : 3 Day (09.00 – 16.00)
The document discusses building effective project management offices (PMOs). It provides examples of different PMO structures that were successful on various projects. These include a "hub and spoke" model for a global IT rollout with central and local PMO teams, a "physical and virtual" team model combining core and specialist resources, and an "internal consultancy" model using peer reviews. The document also outlines Maven's approach to defining current support levels, understanding requirements, devising a new PMO model, and implementing it in a way that builds on existing structures and meets the specific needs of each organization.
The document discusses what a Project Management Office (PMO) is and its purpose. A PMO is a mechanism that addresses common project management issues in an organization to help facilitate project success. It provides support to project managers, helps ensure projects follow standard methodologies and processes, and reviews projects regularly to improve performance and outcomes. Establishing a PMO can help organizations experience fewer project cost overruns, delays, and cancellations compared to those without a PMO.
The document outlines basic steps to implement a Project Management Office (PMO), including listening to determine the purpose of the PMO, creating a charter, assessing organizational readiness for change, determining the current situation, educating others on project management value, creating a strategic and tactical PMO management plan with objectives aligned to business goals, and implementing the plan in phases over 6 months or more to build the PMO's capabilities and integrate it into the organizational culture.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
This document discusses the challenges that project management offices (PMOs) face with the rise of Agile methods like Scrum, and strategies for transforming the PMO to better support Agile. It outlines how traditional PMO functions can conflict with Agile by creating overhead and misaligned processes. The document then describes how to create an "Agile PMO" by running it as a Scrum team, focusing on business outcomes rather than deadlines, using lightweight tools, and emphasizing coaching, training, and consistency across Scrum teams. The goal is for the PMO to empower Scrum teams rather than act as a "process police."
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
The document discusses the evolution of project management offices (PMOs) from departmentally-focused to enterprise-wide. Departmental PMOs are only successful within their silos but cannot influence the whole organization. An enterprise PMO is positioned strategically and ensures all projects align with corporate strategy and priorities. It oversees all projects directly or indirectly through departmental PMOs. For an enterprise PMO to be effective, it must report to senior leadership, and its head must have equal authority to department heads to manage resources and resolve conflicts across departments.
The document outlines steps to deploy a Project Management Office (PMO) within an organization. It discusses assessing the current state, establishing objectives, and achieving rapid successes. It also describes the three levels of PMOs, from project-focused to enterprise-wide. Finally, it discusses how more mature PMOs help organizations improve performance metrics and achieve critical success factors.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Project management helps achieve efficiencies, gain reputation, and increase revenue by delivering value to the business through higher success on project goals and objectives, which improves morale in the team and leads to wider stakeholder satisfaction.
This document provides an overview of Peter Taylor's work related to project management offices (PMOs). It discusses Taylor's book on leading successful PMOs and outlines his experience in consulting with organizations to help maximize their project success through effective PMO strategies. The document also shares insights from PMO leaders on best practices such as balancing process with people-focus, promoting projects, and tracking benefits. Overall, the summary highlights Taylor's expertise in advising organizations on how to establish successful PMOs.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
The PMO Value - Emma-Ruth Arnaz-Pemberton | Project Challenge March 2018Wellingtone
Wellingtone recently launched their brand new PMO Practitioner training course and are delighted that this has successfully been Accredited by the APM, the first of its type in the UK. Co-author of this course, Emma-Ruth Arnaz Pemberton, will present an important topic from the course; “The PMO Value”.
Emma is one of the UK leaders in the PMO, she gives practical insight into how you can ensure your PMO adds value to your organisation.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
This document discusses the benefits of establishing a Project Management Office (PMO) to increase efficiency, savings, and strategic alignment within an organization. It outlines key roles for a PMO, including an executive sponsor, PMO leader, program managers, project managers, and administrators. Establishing clear communication of project status and metrics is important for a PMO's success. A PMO can help organizations convert their strategic visions into actionable project plans and prioritize projects that further their strategic goals.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.
PROJECT MANAGEMENT OFFICE (PMO)
Syllabus Overview
Apa itu PMO dalam manajemen proyek? PMO adalah singkatan dari Project Management Office. Dalam organisasi seukuran perusahaan, departemen inilah yang memperbaiki manajemen proyek dengan menstandardisasi proses dan meningkatkan efisiensi. Melalui training ini peserta akan memahami bagaimana peran , tugas dan tanggungjawab PMO dalam mensupport Project Management
Class Type : Training
Duration : 3 Day (09.00 – 16.00)
The document discusses building effective project management offices (PMOs). It provides examples of different PMO structures that were successful on various projects. These include a "hub and spoke" model for a global IT rollout with central and local PMO teams, a "physical and virtual" team model combining core and specialist resources, and an "internal consultancy" model using peer reviews. The document also outlines Maven's approach to defining current support levels, understanding requirements, devising a new PMO model, and implementing it in a way that builds on existing structures and meets the specific needs of each organization.
The document discusses what a Project Management Office (PMO) is and its purpose. A PMO is a mechanism that addresses common project management issues in an organization to help facilitate project success. It provides support to project managers, helps ensure projects follow standard methodologies and processes, and reviews projects regularly to improve performance and outcomes. Establishing a PMO can help organizations experience fewer project cost overruns, delays, and cancellations compared to those without a PMO.
The document outlines basic steps to implement a Project Management Office (PMO), including listening to determine the purpose of the PMO, creating a charter, assessing organizational readiness for change, determining the current situation, educating others on project management value, creating a strategic and tactical PMO management plan with objectives aligned to business goals, and implementing the plan in phases over 6 months or more to build the PMO's capabilities and integrate it into the organizational culture.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
This document discusses the challenges that project management offices (PMOs) face with the rise of Agile methods like Scrum, and strategies for transforming the PMO to better support Agile. It outlines how traditional PMO functions can conflict with Agile by creating overhead and misaligned processes. The document then describes how to create an "Agile PMO" by running it as a Scrum team, focusing on business outcomes rather than deadlines, using lightweight tools, and emphasizing coaching, training, and consistency across Scrum teams. The goal is for the PMO to empower Scrum teams rather than act as a "process police."
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
The document discusses the evolution of project management offices (PMOs) from departmentally-focused to enterprise-wide. Departmental PMOs are only successful within their silos but cannot influence the whole organization. An enterprise PMO is positioned strategically and ensures all projects align with corporate strategy and priorities. It oversees all projects directly or indirectly through departmental PMOs. For an enterprise PMO to be effective, it must report to senior leadership, and its head must have equal authority to department heads to manage resources and resolve conflicts across departments.
The document outlines steps to deploy a Project Management Office (PMO) within an organization. It discusses assessing the current state, establishing objectives, and achieving rapid successes. It also describes the three levels of PMOs, from project-focused to enterprise-wide. Finally, it discusses how more mature PMOs help organizations improve performance metrics and achieve critical success factors.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Project management helps achieve efficiencies, gain reputation, and increase revenue by delivering value to the business through higher success on project goals and objectives, which improves morale in the team and leads to wider stakeholder satisfaction.
This document provides an overview of Peter Taylor's work related to project management offices (PMOs). It discusses Taylor's book on leading successful PMOs and outlines his experience in consulting with organizations to help maximize their project success through effective PMO strategies. The document also shares insights from PMO leaders on best practices such as balancing process with people-focus, promoting projects, and tracking benefits. Overall, the summary highlights Taylor's expertise in advising organizations on how to establish successful PMOs.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
The PMO Value - Emma-Ruth Arnaz-Pemberton | Project Challenge March 2018Wellingtone
Wellingtone recently launched their brand new PMO Practitioner training course and are delighted that this has successfully been Accredited by the APM, the first of its type in the UK. Co-author of this course, Emma-Ruth Arnaz Pemberton, will present an important topic from the course; “The PMO Value”.
Emma is one of the UK leaders in the PMO, she gives practical insight into how you can ensure your PMO adds value to your organisation.
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
This document discusses the benefits of establishing a Project Management Office (PMO) to increase efficiency, savings, and strategic alignment within an organization. It outlines key roles for a PMO, including an executive sponsor, PMO leader, program managers, project managers, and administrators. Establishing clear communication of project status and metrics is important for a PMO's success. A PMO can help organizations convert their strategic visions into actionable project plans and prioritize projects that further their strategic goals.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
The AtekPC Project Management Office case study.docxssuser13a155
The document discusses implementing a PMO (Project Management Office) at AtekPC. It considers a PMO-heavy model where the PMO manages all projects versus a PMO-light model with minimal staff. While a PMO-heavy model could better support projects, the culture at AtekPC may resist this. A PMO-light model could integrate more smoothly but provide less project support. The recommendation is for a PMO-heavy model but to build acceptance slowly through early project successes.
The Common Goals of Enterprise Project Management SoftwareOrangescrum
The document discusses the common goals of enterprise project management (EPM). EPM aims to align projects strategically with business goals, manage resources and demands effectively across departments, and provide centralized tracking, reporting and standardization at an enterprise level. Some key benefits of EPM include more projects delivered on time and on budget, better strategic alignment, greater leadership buy-in, better resource utilization, and more efficient project delivery.
The Ultimate Guide_ What Does PMO Mean in Business.pdfPMOGlobalInstitute
In today's fast-paced business environment, organizations are constantly striving to streamline their processes, improve project success rates, and ensure strategic alignment. One effective approach that has gained significant popularity is establishing a Project Management Office (PMO). In this comprehensive guide, we will explore what PMO means in a business context, its types, functions, benefits, challenges, and how to establish a successful PMO.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
harisjaswal_1132_17052_1_Lecture 04 - 13th March 2021.pptxFaizanGul6
This document discusses project management offices (PMOs) and their functions. It describes three types of PMOs - supportive, controlling, and directive - which vary in the degree of control they exercise over projects. A PMO's main responsibilities include managing shared resources, developing project methodologies and standards, and providing coaching/training. The document also notes potential risks of using a PMO, such as increased headcount or burnout, and stresses the importance of aligning a PMO with organizational strategy and balancing its power within the structure.
The document outlines 10 key project management goals: 1) finish projects on time, 2) control budgets, 3) improve team collaboration and communication, 4) improve productivity, 5) manage stakeholders' expectations, 6) optimally utilize resources, 7) improve effectiveness of team meetings, 8) create a data-driven culture, 9) simplify communication with clients, and 10) continue learning new practices. The goals are aimed at improving performance in areas like time management, cost control, teamwork, productivity, stakeholder satisfaction, resource use, meetings, decision making, client relationships, and professional development.
A Deeper Introduction to PMO – Project Management Office.pdfDAHRAOUI Med Riad
The document discusses the functions and benefits of a Project Management Office (PMO). A PMO defines project management standards for an organization and ensures projects are completed consistently and effectively. Key functions of a PMO include governance, transparency, reuse of best practices, delivery support, and traceability. On a daily basis, PMOs gather data, develop standards, train teams, manage dependencies, track benefits, and report finances. Establishing a PMO provides benefits such as reduced costs, leveraged organizational knowledge, common reporting frameworks, and incorporation of lessons learned across projects.
As companies grow, they need to organize and manage an increasingly wide array of special projects. Over time, they have accomplished this by setting up Project Management Offices (PMOs) and charging them with making sure projects are successful in driving improvements and implementing change within the organization. Today, PMOs are commonplace at all levels of the enterprise. But, as the pace of change continues to accelerate, some struggle to keep up.
- See more at: http://isg-one.com/related-case-studies-detail/how-does-the-project-management-office-keep-up#sthash.QI8rkXSV.dpuf
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
The document discusses why many Project Management Offices (PMOs) fail within their first three years. It states that 50% of PMOs fail during this time period, and only 33% reach their full potential to deliver value. Common reasons for failure include a focus on compliance over value, a lack of measures to demonstrate the PMO's impact, and a failure to evolve with changing business needs over time. The document outlines how PMOs should align with, manage, and operate projects at the enterprise, departmental, and project levels. It stresses the importance of PMOs adapting to organizational changes to remain relevant and continue delivering value.
To build a strategic PMO, an organization needs to focus on cultural change through several key areas over time, including gaining speed in achieving objectives while also having patience as full deployment may take years. The PMO should start small with individual departmental projects before expanding enterprise-wide. All levels from project teams to executives must be engaged. Continuous learning and improving processes are also important. Ultimately, a strategic PMO helps manage projects and link them to corporate strategy through portfolio management.
10 tips to manage project portfolio management (ppm) processesgianarosetti
The document discusses the importance of processes and process owners for project portfolio management. It states that PPM processes should be scalable to different project types and sizes, and should provide clarity on the who, when, where, how and why of work, not just what is to be done. It emphasizes that processes need process owners who periodically review and improve the processes based on lessons learned. The goal is for PPM processes to enable effective project execution while avoiding too much bureaucracy.
How Project Management Leads to Better OutcomesAllison Reznick
Implementing project management practices can have
widespread benefits for an association. Here's a primer on
what effective project management looks like and how
associations might use it.
As a project manager, you cannot blindly follow a methodology, you need to know how to assess a project to determine what processes will need to be adjusted in order to achieve a successful outcome for your project. Here we are going to look at a very high-level method for process tailoring. Visit our website, www.project-management-prepcast.com
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
The 5 Critical Elements to Creating a Project Management Center of ExcellenceFlevy.com Best Practices
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-5-critical-elements-to-creating-a-project-management-centre-of-excellence/
Creating a Project Management Centre of Excellence is the driving force that takes an organization forward to realize their project management mandate. It encompasses the process of creating a strategy for project management, re-shaping the culture to be more focused on the consistency in the management of projects and implementing a project management process.
Creating a Project Management Centre of Excellence
project_management_COEA Centre of Excellence is a business unit that has organization-wide authority. The key elements of a successful Project Management Centre of Excellence include:
Vision and Strategies
A clear vision of what it represents and the strategies to identify how it will reach this vision in the short and long term.
Competencies
The selection of resources based on project competency requirements compared to actual project resource competencies. The identification of coaching, training and other developmental activities to close any competency gap.
Culture
How to re-shape the organizational culture to be more supportive of the consistency in the management of projects.
Processes
The right processes, tools and templates that are helpful and meaningful to project managers and their teams.
Quality
The quality criteria for the project management framework, processes and documents.
1. Create the Vision and Strategies
One approach to creating a vision for the Centre of Excellence is to brainstorm ideas that focus on what the future will look like. Start by creating scenarios that describe what the Centre will be doing 5 years into the future. What are some of the things that they will be doing that reflect a successful Centre of Excellence? What will employees and customers be saying about them? How did they get there?
The outcome of this process is the creation of a vision statement for the Project Management Centre of Excellence. Determine how this vision aligns and supports the organization’s strategic direction.
The alignment of the Centre of Excellence to the goals of the organization is key to driving strategy implementation. Strategies translate this vision into reality. They close the gap between the present and the “ideal” future described in the vision scenarios. These strategies must be described clearly so that the organization understands and accepts them.
CRG DevCo’s advantages of outsourcing Project ManagementChris Gorga
Outsourcing project management provides several advantages over employing an in-house project manager. These include cost flexibility as outsourcing costs can increase or decrease based on needs, higher objectivity from an outside perspective, and exposure to new methodologies from specialists. Outsourcing is also generally lower cost than employment and allows an organization to take advantage of competition among providers.
The 9 Elements of Successful Health Care Consulting Whitepaper.Finaltigcap
The document outlines nine elements for successful healthcare consulting project initiation: 1) Understand the project objectives and benefits, 2) Identify major stakeholders, 3) Start drafting the Statement of Work early and evolve it throughout initiation, 4) Establish stakeholder commitments, 5) Define the project scope starting with the desired end state, 6) Spend adequate time defining the scope, 7) Identify and analyze all stakeholders, 8) Define roles and responsibilities, and 9) Make the Statement of Work sign-off meaningful. Following these nine elements provides engagements a good start and maximizes chances of success.
Most companies now have a PMO, which has become a strategic partner focused on high-value tasks like governance and strategic planning. The value of PMOs is widely recognized, with over 80% of companies seeing value from their PMO. However, resource management remains a key challenge for PMOs. PMOs are increasingly performing portfolio management in addition to project/program management. More mature PMOs provide greater benefits like cost savings, but also face greater demands on resources.
The document outlines a roadmap for planning, implementing, and managing a project management office (PMO). It discusses defining the purpose and goals, scope, core services, and metrics of the PMO. It also addresses implementing the PMO through establishing job descriptions, a project portfolio inventory, methodology standards, and a project and portfolio management system. Finally, it discusses managing the ongoing operations of the PMO through project reviews, monitoring, governance processes, and conducting regular assessments to ensure continuous improvement. The roadmap is intended to guide organizations in successfully setting up and operating a world-class PMO.
The document discusses Bayfront Health Systems' successful use of a Project Management Office (PMO) Workbook to manage an increase in projects focused on the American Recovery and Reinvestment Act (ARRA). It outlines how the PMO Workbook helped with documentation, tracking project scope, changes, risks, and issues. Metrics show Bayfront achieved a 95% success rate for on-time and on-budget project completion since implementing the PMO Workbook in 2004, significantly higher than industry averages.
Bayfront Health Systems implemented a Project Management Office (PMO) to manage its portfolio of projects funded by the American Recovery and Reinvestment Act (ARRA). The PMO utilized a workbook to document projects, standardize processes, and ensure compliance. This led to successful outcomes, including on-time and on-budget delivery of ARRA-funded projects. The workbook contained documentation templates, change management processes, risk management procedures, and issue logging to facilitate management of the growing project portfolio. Through use of the PMO workbook and standardized processes, Bayfront was able to efficiently deliver multiple ARRA-focused healthcare IT projects.
Bayfront Health Systems implemented a Project Management Office (PMO) to manage its portfolio of projects funded by the American Recovery and Reinvestment Act (ARRA). The PMO utilized a workbook to document projects, standardize processes, and ensure compliance. This led to successful outcomes, including on-time and on-budget delivery of ARRA-funded projects. The workbook contained documentation templates, change management processes, risk management plans, and other tools to facilitate management of the growing number of projects. Through use of the structured PMO approach and workbook, Bayfront was able to efficiently complete its ARRA-funded projects.
1. The Value of a PMO
Organizations around the world are implementing formal project management processes and
disciplines to deliver their work initiatives on time, within budget and to an agreed upon level of
quality. Part of the ability to execute better, faster and cheaper comes from your ability to
implement common processes and practices across your entire organization. Many organizations
have attempted to deploy common processes by creating a focused Project Management Office
(PMO) and giving this organization varying aspects of responsibility for projects and project
management methodology.
There are many potential products and services that a PMO can be responsible for, depending on
the needs of the organization and the vision of the PMO sponsor. The group is typically
responsible for acquiring and deploying a common project management process to the rest of
the organization. However, they can also do much more, including training and coaching, project
audits, consolidated project status reporting, project management certification, portfolio
management, etc.
A Project Management Office can add significant value to your projects and to your entire
organization. Deploying your methodology is not a trivial affair. If you are really serious about
your organization adopting the new methodology, you must structure and implement Deployment
Project(s), taking a long-term, holistic view.
There should be no question that your organization will find value in good, sound project
management practices. In fact, the larger the project is, the more project management becomes
a requirement for success, not just a value-adding proposition.
In general, the value of a common project management process includes:
• Reduced cycle time
• Reduced delivery costs
• Improved quality of project deliverables
• Early identification and proactive management of project issues and risks
• Better containment and management of project scope
• More opportunities to leverage and reuse knowledge
• Improved accuracy of estimates
• Better communication with clients and stakeholders
• Improved perceptions of your organization by your clients
• Improved people and resource management
• Reduced time to get up to speed on new projects
2. Project management processes are applied at a project level. Since we assume that the project
itself has some business value, you should be able to show that project management processes
have value if they help you to complete the project within expectations. On the surface, you
might think that if project management is good, then there must be value associated with a
group that will help implement project management processes. However, not all companies view
it this way, and a PMO does not have the same value proposition for every company. For one
thing, the PMO does not manage projects, and so does not have a direct project connection. It is
indirect. The value proposition for a PMO is much looser and more subjective.
A PMO costs money to staff and to run. In many respects, a PMO reflects an overhead
investment. The hope is that the money and time invested in the PMO will be more than saved
by delivering projects better, faster and cheaper across the entire organization. In fact, the value
is gained by not only helping specific projects meet their expectations, but by implementing
processes and practices that allow every project within the organization to be delivered better,
faster and cheaper.
Most organizations will find an overall cost savings associated with implementing a PMO (versus
the cost savings associated with project work). However, some organizations may find that the
savings in project delivery costs are made up for in the actual incremental cost to implement and
run the PMO. In this case, the other benefits of the PMO should more than justify the value
proposition. This value includes helping projects complete within their estimated deadlines and
budgets, and generally delivering faster than they did in the past. If this value proposition is fine
for your PMO, you will still be delivering a lot of value to the organization. However if you find
that the cost savings on projects are offset by the cost of the PMO, and this is not acceptable, it
may point out a need to reduce the size of the PMO to make this value proposition work.
An organization typically needs to be of a certain size before the
overhead associated with a PMO becomes beneficial. At one extreme,
if you only have one project per year, you do not need a PMO since it
is much less expensive to provide project management training and
support to the one project manager. If you have a handful of projects
every year, you may still be able to get by with the few project
managers collaborating and agreeing to a certain set of common
processes and templates.
Now, let's go to the other extreme. Let's say you have a large, diverse organization that delivers
hundreds (or thousands) of projects per year. In this environment, there may be dozens or
hundreds of project managers, each with varying levels of skill and experience. A lack of common
processes results in project managers and team members being required to learn new processes
as they move from project to project. In addition, no one has any idea whether the company is
successfully delivering projects in general, and no one knows what anyone else is doing. In this
environment, a centralized PMO makes great sense to ensure that all project managers have a
core set of project management skills, common processes and templates. The PMO also acts as
the owner of the project management methodology, and the PMO acts as a support organization
that project managers can utilize for project management assistance. In addition, the PMO can
serve as a place for providing an organization-wide view of the status of all projects and can
report on the improvements being made to project delivery capabilities over time.
3. Of course, most organizations are somewhere in the middle. They have more than a couple
projects per year, but not hundreds. Each organization needs to look at the number of projects
executed per year and make a determination of whether the projects were completed
successfully. This internal analysis starts with gaining an understanding of how you execute
projects today, how you would rather execute projects in the future, and how best to get to this
future state. If your future state vision is close to your current state, there may not be a reason
to make any changes. However, if you are not where you want to be, a PMO may be the
organizational mechanism to get to this desired state. There are many options to look at for
implementing a PMO. You want to do so in a way that ensures that the group and their mission
make sense for your organization.
In addition, one obvious motivating factor for implementing a PMO is the amount of pain that the
organization feels over failed projects. If most projects end successfully without a PMO, there
may not be a strong motivating factor to build one. However, if there is a lot of pain associated
with project delivery, the organization will be much more motivated to invest resources in a PMO
to turn the situation around.
At a high level, a PMO is increasingly being viewed as an essential component that enables the
success of projects, and hence, the future success of the entire organization. At a more tactical
level, the value provided by a PMO is summarized below. Although PMOs can be established to
provide a narrow or broad set of services, this list includes many of the common responsibilities a
full PMO would perform.
• The PMO establishes and deploys a common set of project management processes and
templates, which saves each project manager or organization from having to create
these on their own. These reusable project management components help projects start-
up more quickly and with much less effort.
• The PMO builds the methodology and updates it as needed to account for improvements
and best practices. Therefore, as new or revised processes and templates are made
available, the PMO deploys them consistently to the organization.
• The PMO facilitates improved project team communication by having common processes,
deliverables, and terminology. There is less misunderstanding and confusion within the
organization if everyone uses the same language and terminology for project related
work.
• The PMO sets up and supports a common repository so that prior project management
deliverables can be candidates for reuse by similar projects, further reducing project
start-up time.
• The PMO provides training (internal or through vendors) to build core project
management competencies and a common set of experiences. If the training is delivered
by the PMO, there is a further reduction in overall training costs paid to outside vendors.
• The PMO delivers project management coaching services to keep projects from getting
into trouble. Projects at risk can also be coached to ensure that they do not get any
worse.
4. • The PMO tracks basic information on the current status of all projects in the organization
and provides project visibility to management in a common and consistent manner.
• The PMO tracks organization-wide metrics on the state of project management, project
delivery and the value being provided to the business by project management in general,
and the PMO specifically.
• The PMO acts as the overall advocate for project management to the organization. This
includes educating and selling management and team members on the value gained
through the use of consistent project management processes.
Part 2
Definition
The definition process is done first. There are many kinds of PMOs, so you must first go through
a process to determine what type of PMO makes most sense for your organization. This section
explains the process of determining the PMO mission, vision, clients, products, services, etc. This
information provides the foundation for everything that the PMO subsequently does. This process
gives you the information you need to know what you should be doing, who your clients are,
what your products and services will be, etc. If you have an existing PMO, but are struggling, this
would also be the place to revisit. Many times, a PMO will charge off with an aggressive idea of
what they need to do, even though their clients and sponsors never validated the underlying
assumptions.
Roles
A successful PMO relies on people who are performing in one or more roles. Roles are useful to
ensure that members of the PMO understand what is expected of them. Roles also can ensure
that all of the obligations and responsibilities of the PMO are covered. This keeps the PMO from
the uncomfortable position of not knowing who is covering what areas. Roles help ensure that no
PMO obligations are dropped and that multiple people are not unknowingly doing the same jobs.
This section describes a number of roles within the PMO. A very large PMO could end up filling
most or all of these roles, although certainly one person could serve more than one role. Smaller
PMOs may not need to fill all of the roles.
Deployment
This section describes how you would go about deploying project management in an
organization. The larger your organization, the more structured and rigorous your deployment
approach needs to be. PMOStep assumes that you are implementing project management in a
large organization with multiple departments or sites. If your deployment is less complex, you
may be able to use less of this process or combine some activities to do multiple things as once.
Getting your organization or company to become better project managers requires more than
just training. You need to take into account many other areas to successfully upgrade project
management skills. Whenever you change how people do their jobs, you will find some level of
resistance. Therefore, you need to use techniques that facilitate organizational change
management. This section contains a holistic approach to implementing project management
methodology within an organization.
5. Reporting
One service that is typically associated with a PMO is common, roll-up reporting on the state of
all the projects being executed within the organization at that time. This service might also
extend to keeping metrics on historical projects so that you can track how successfully projects
are being executed over time. In the same way, the PMO may be asked to track the backlog of
projects that have not begun to provide your management stakeholders with a complete,
portfolio-wide view of all active, pending and historical projects. It is possible, in fact, that the
main purpose of your PMO might be to provide this type of consolidated reporting, although most
PMOs have other responsibilities in addition to this.
Methodology Management
Methodology refers to the processes, procedures, templates, best practices, standards,
guidelines, policies, etc. that you use to perform certain aspects of work. All of these "methods"
that you use to manage projects become part of your project management methodology. The
methodology provides the framework that your project managers use to manage the work. It
must also be adaptable to meet the changing needs of the business, and it must add value to the
projects that utilize it. In addition, as new technologies and methods emerge to better the project
management process, the methodology should evolve to reflect those improvements.
Project management methodology should be viewed as a product. The processes, templates,
training, etc. that make up the methodology are some of the specific deliverables that are
produced as a part of this “product”. These deliverables and the product in general, need to be
supported and improved over time.
Training
Training is one of the premiere services offered by PMOs. In fact, in many organizations, the
primary role of the PMO is to offer project management training to the staff. However, there is a
lot to consider when rolling out a training program. Like many of the services offered, training
must be considered holistically, along with any other services that the PMO is offering. If you
have the resources, and if your pool of project managers has the need, you will want to put
classes together to create an overall curriculum. The curriculum can include internal classes,
vendor classes, computer based training, etc.
Coaching
Coaching refers to working with individual project managers or
project teams to transfer knowledge and teach new skills. This is
usually done in-person, but can also occur over the phone or
through emails. Coaching is different than training in that training
implies a formal teacher-pupil relationship and the formal
instruction of material. Coaching is less structured and usually
involves talking through situations that affect the trainee and
describing or demonstrating how project management processes
and techniques can assist. In general, the coach should be a
6. subject matter expert on project management and must be able to
transfer his or her knowledge effectively to others.
Project Audits
The PMO is asked to perform the difficult job of changing the organizational culture regarding
how to manage projects. This involves a holistic approach addressing people, process and
technology considerations. Many of the services provided by the PMO, such as coaching and
training, are designed to build capability and increase skill levels. Project audits are one way for
the PMO to validate that the project teams are utilizing the appropriate project management
processes. If a project manager chooses to take advantage of the audit results, the audit can be
great opportunities for learning.
Repository
One of the value propositions for deploying common project management processes is the ability
to reuse processes, procedures, templates, etc. This reuse also extends to the level of actually
being able to reuse specific documentation from prior projects. However, the ability to reuse
documentation does not come about by magic. If project managers want to see whether there
might be pre-existing material that would help them, they are not going to be expected to
contact every other project manager. To facilitate process and document reuse, the PMO needs
to establish and manage a document repository.
Metrics Collection
The PMO must collect metrics that show how effective the PMO is at delivering services, and how
well the organization is adopting the new processes. The PMO must also attempt to collect
metrics that show how the organization is benefiting from the services of the PMO. If the PMO
does not attempt to track and quantify some of these benefits, the organization will have no idea
what value has been provided. In general, the metrics associated with project management value
are also indirectly indicative of the value of the PMO. If the value of project management is
unknown, then the value of the PMO will also likely be unknown. On the other hand, if the value
of project management can be proven over time, then the value of the PMO (which is building
project management capability) will also have been validated.
Organization Assessments
Despite the best-laid plans, it is not a given that new project management processes will become
embedded in the organization. The people in the PMO have a lot of touch points with project
managers and team members throughout the organization. They can use these touch points to
gather feedback on how well the processes are being integrated. However, this is not going to
provide a full picture of what is going on. The PMO should look at the organization on a periodic
basis and perform an assessment as to how well the project management processes are
becoming integrated into the work routine. These assessments are compared to the prior
assessments to gain a sense for the progress made. This information is especially interesting to
the sponsor and other management stakeholders who want to understand how the deployment is
going.
Other Responsibilities
7. There are many other optional areas where the PMO can provide value. This section looks at a
number of additional PMO services. These services can be initiated at any time during the
deployment process, or they can be started once the initial deployment is complete and the PMO
is in a more mature support role.