How do you create a PMO and what does it do?

MSG 1/2 First is you need to find out why is it that you need a PMO , what is the purpose of the function for your business or your organisational structure. If the answer is that you just need to create status PPTs or some collaterals for upcoming projects or programs then don’t set up a PMO because that’s not what PMO’s are intended to do. So if purpose is clear then 1.Centralised or Decentralise PMO as per the need and as per the exposure you want the PMO to have 2.Having associates with the right skill and expertise in the PMO. Most important is to have common sense. 3.Setting up a governance model on how the PMO will work and with which all stakeholders it will be connected with

Besides defining the scope, objectives and value proposition and aligning them to senior leadership, you have to get buy-in from senior leaders. In my experience in setting up PMOs, you have to ensure that you have enough executive support across the organization, and get at least a few of them to be champions or allies around the PMO. A big challenge is that many leaders do not fully understand what professional project management looks like, or the enormous value it can bring to an org. So you need to sell leaders on the benefits, showing how a PMO can help them achieve their business goals and objectives. Once people can see how you can make their jobs easier, they will get behind you and offer support for the PMO.

Understand the need, design the structure and governance, and implement the processes and tools. The PMO should operate at the project, program, or portfolio level and decide whether it will be supportive, controlling, or directive. The PMO staff should have the necessary skills, and the reporting and decision-making processes should be established. Develop and standardize project management methodologies, frameworks, best practices, templates, documents, and reports. Establish and implement performance measurement and evaluation systems like KPIs. PMs should have analysis, communication, conflict resolution, goal setting, leadership, negotiation, planning, and organization skills.

Maturity level of organizations across the globe are different. Mainly we can split it into two types: developed and emerging markets. Within emerging market almost all mid-large size businesses will definitely need PMO as part of their org structure. There are two key elements of successful PMO - 1. business owner commitment, 2. employees understanding.

A number of the points previously raised are accurate. A PMO exists to provide consistency, continuity, standardization in execution/practices and leadership within an organization. What I don't see mentioned is many PMOs lack support from the c-suite, not just in managing projects, but the authority to be effective. It is a misconception when establishing a PMO that it is there to serve an agenda (cost/benefit analysis, note-taking, secretarial functions) - so that managers and Directors can delegate to the PMO, instead of managing their business activities at a deeper level. As a result, many PMO leaders become "chiefs of staff" to a singular executive (go-for's), losing their value in exchange for a fraction of leadership affirmation.

In simple terms, a PMO is a supporting organizational unit, so it's important for its structure and functions to meet the needs of all stakeholders. One way to align expectations is through a facilitation session with key stakeholders, where participants can openly discuss in a safe environment created by the facilitator. To make such a session more effective, conducting interviews with key stakeholders and documenting the results in a report for the team could be an option.

Please read the above points. So understanding why we are designing the PMO is important. PMO is the engine of the project delivery vehicle. Its policies, procedures and processes are the Tyres of the vehicle. So using the right tyres is important. Even flexibility on changing the tyres based on seasonal weather (type of projects and its special conditions) is required. So please understand your goals and conditions before you set chains around your nick.

Consideró que según las expectativas de los interesados se debe plantear servicios en la pmo antes que la definición de un tipo o nivel de operación. Mientras la pmo brinde lo que necesita su entorno y esté abierta a la mejora continua, será una pmo cada día más madura

De quienes se alimenta, y a quién alimenta, son 2 puntos que al final del día son los que definen el comportamiento de la PMO!

A PMO is responsible for managing overall program governance including program reporting, adopting best practice approaches, program standardisation and the continuous improvement of project management tools and methodology. PMOs should contribute value by creating a bespoke project management framework to help navigate and enhance the successful delivery of individual projects within a complex and challenging multinational operating environment with a diverse stakeholder group and strict regulatory requirements. This is achieved by developing and improving elements of project management and achieving a common project management approach.

Cada empresa possui um ambiente e níveis de maturidade em gerencia de projetos diferentes, o melhor caminho na constru??o dos frameworks e processos da área de PMO, é analisar a maturidade, identificar as metodologias e trabalhar com modelos híbridos que mais se adequem ao negócio.

While implementing the processes review the following areas of concern - Boundary Culture - Secretive Culture - Change Management - Redundant Resources - Don’t forget the Sustenance

As the linchpin of project management within an organization, PMO ensures that each project aligns with strategic objectives. Beyond alignment, the PMO empowers project teams by providing resources, tools, and streamlined processes, simplifying the path to success. Additionally, effective communication of the value it adds is imperative, as it not only empowers other stakeholders but also fosters a culture of success and ensures that every participant recognizes the PMO's pivotal role in enhancing the organization's project management capability.

Communicating the value comes with being equipped with enough information about the organization, the structure, different departments within the organisations and most importantly the pain areas. If the PMO can not answer the “What’s in it for me?” question that most of them in the organization would have, it’s going to be very challenging. Conducting Design Thinking workshops with key stakeholders across the organization would be a great step even before you set up a process or start any communications to the larger audience.

Establishing an effective PMO requires communication to drive adoption. Introduce the vision for consistent, collaborative delivery and initial services like reviews, templates and training. Regular reporting shows tangible results like on-time schedules, under-budget costs and coordinated resources to demonstrate impact. Over time, communications show the PMO's evolution into customized support, cross-project coordination and organization-wide best practices. Continuous promotion maintains awareness of the PMO as a central hub optimizing operations and delivering business value through projects. Regular updates build understanding of the PMO's strategic role.

Um dos valores do PMO é a comunica??o do valor dos projetos alinhados a estratégia da empresa e o retorno que determinado projeto gera para a empresa, seja ele financeiro, automa??o, efetividade ou eficiência de processo. Analisar os valores alinhados as estratégias e objetivos, traz o foco na eficiência e ao n?o desperdício de recursos. E é o PMO que ira gerar essa comunica??o clara para a empresa como um todo.

O valor do PMO é o somatório do valor que cada projeto tem para a Governan?a. Afinal , os projetos materializam ou buscam materializar os objetivos estratégicos da Organiza??o. Em termos mais racionalizado, a soma de CAPEX de cada projeto é o valor do PMO, para os projetos nos quais há CAPEX associado. Isto em termo de custo de projeto. Entretanto, cada CAPEX aponta para um Payback e uma Taxa Interna de Retorno. Na conquista deste Payback é dessa TIR está o valor do PMO.

As with any process the resistance to setting up a PMO is no different. One among the focus area should be the need of a PMO and how the organization is going to benefit from the same and not just the organization but the Project/Program Managers. The process defined by the PMO shouldn’t be an overhead rather it should make the lives of PMs better.

When introducing a PMO, focus on collaboration over control. Emphasize that the PMO's role is to support teams, not dictate or police. Consult teams to design the PMO in a way that addresses their key challenges without impinging on autonomy. Build trust with senior leaders by demonstrating how the PMO will help surface obstacles and improve outcomes. Launch initiatives the PMO and teams create together to foster innovation and buy-in. Continually involve all stakeholders to make processes and culture evolution an inclusive journey. With open communication and an emphasis on partnership over bureaucracy, resistance can transform into enthusiasm for the PMO's value.

I would like to few more specific points that are needed to create PMO successfully. We also need to select and implement project management tools and technology that will support the PMO's activities. This may include project management software, collaboration tools, and reporting systems. Identify the key metrics and KPIs that the PMO will use to measure project performance and the impact of its initiatives. These metrics should align with the PMO's objectives. Periodically assess the PMO's performance against its objectives and the organization's evolving needs. and visible on the dashboard. Be prepared to make strategic adjustments and evolve the PMO as necessary.

While implementing the processes review the following areas of concern - Boundary Culture - Secretive Culture - Change Management - Redundant Resources - Don’t forget the Sustenance

The PMO director sat down with stakeholders for feedback. "We're not coordinating projects well enough," the VP said. Customers reported delays. An audit found projects lacked oversight. The PMO analyzed this and agreed changes were needed. They streamlined the process for requesting resources. A new tool provided project visibility. Teams could now flag issues early. After implementing these improvements over 6 months, the PMO met again. "You've dramatically boosted performance," the VP smiled. Late projects dropped 30%. Customers were happy. The PMO continued to refine their approach through regular reviews.

When PMO processes, procedures, and policies are perceived as administrative burden by projet teams, or if reporting upwards is not used to make any steering decisions, it's time to review why it is not well understood. In several projects I followed in my past experience, team members had very good reasons, not to follow the time-wasting procedures defined by the PMO. Two key aspects to focus on in order to enhance value are 1. the quality of data collected, and 2. the action-oriented recommandation PMO can suggest after collecting, reporting, and analyzing data.

Un punto intermedio entre el dise?o y los procesos, es definir los servicios que tú pmo va a brindar, para esto es importante definir las necesidades de varios grupos de interesados y trasladarlas a un grupo de servicios que generen y aporten valor. Otro punto interesante sería definir indicadores para medir la madurez de la implementación a lo largo del tiempo de cada uno de los servicios y de la pmo en general, con esto podríamos encontrar los puntos de mejora de manera continua.

Considero a la Oficina de proyectos, una oficina paralela a varias áreas, una que tiene que poder acompa?ar a las demás, centralizar situaciones, distribuir a quien corresponde la información, necesidades, reclamos, avances etc.. Abrazar los proyectos de principio a fin

I agree with perspectives shared above. But one thing to mind about in PMO is the word "Performance", which means that there has to be a coordinated movement with several parts of s system for which the PMO is created moving together. Thus, PMO have to be anchored in a system thinking.