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How do you manage the change and transition involved in establishing or transforming a PMO?

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Establishing or transforming a project management office (PMO) is a complex and challenging process that involves change and transition at multiple levels. A PMO is a unit that provides project management functions and services to support the delivery of strategic objectives and organizational performance. Whether you are setting up a new PMO or redesigning an existing one, you need to manage the change and transition effectively to ensure the success and sustainability of your PMO. Here are some tips on how to do that.

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Ricardo Sastre Martín

Project Director | Program Director | Head of Project Office | PMO Director | Portfolio Director | Strategy Office…
Hazem Abu Halaweh

(Enterprise PMO| IT Project Manager) PMP?, PSM?, SSYB?, CTFL?
Jared Park

J.D. Candidate at Duke University School of Law

1 Assess the current state

Before you embark on any change or transition, you need to understand the current state of your project management environment and your PMO. This includes assessing the strengths, weaknesses, opportunities, and threats of your PMO, as well as the needs, expectations, and perceptions of your stakeholders. You also need to identify the gaps and issues that your PMO needs to address or resolve. This will help you define the scope, objectives, and benefits of your PMO change or transition.

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Hazem Abu Halaweh

(Enterprise PMO| IT Project Manager) PMP?, PSM?, SSYB?, CTFL?
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The PMO is responsible for overseeing and managing projects within an organization. The PMO is often tasked with managing change initiatives, as they have the necessary skills and expertise to ensure that the changes are planned and executed effectively. PMO plays a critical role in ensuring that the desired outcomes are achieved and that the benefits of the change are realized by creating a communication plan, identifying stakeholders and their roles, asses the change and its impact and developing a change management plan.

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Ricardo Sastre Martín

Project Director | Program Director | Head of Project Office | PMO Director | Portfolio Director | Strategy Office Director
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In case we are proposing to set up a new PMO, first we have to develop a business case where between other points we have to describe the objectives, scope and benefits (ROI) in order to get approval from the sponsor. After approval of the business case we should develop a PMO Charter with the mission, vision, values, services, critical success criteria, structure, etc.. This Charter is a key asset we have in the PMOs in order to explain to our stakeholders what is our PMO and how it can help them, and it is a key reference to review regularly in order to review our current state and future direction to take.

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2 Define the future state

Once you have a clear picture of the current state, you need to define the future state of your PMO. This involves creating a vision, mission, and strategy for your PMO, as well as defining the roles, responsibilities, processes, standards, tools, and metrics that your PMO will use to deliver value to your organization. You also need to align your PMO with the organizational strategy, culture, and values, and ensure that your PMO supports the strategic goals and initiatives of your organization.

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Jared Park

J.D. Candidate at Duke University School of Law
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A stakeholder analysis can be helpful in defining roles and responsibilities. A RACI chart can also be helpful; RACI stands for responsible, accountable, consulted and informed.

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Ricardo Sastre Martín

Project Director | Program Director | Head of Project Office | PMO Director | Portfolio Director | Strategy Office Director
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As explained in the point above, this content is part of the PMO Charter we have to develop, a key document that needs to be approved by our sponsor, and a key asset to be used with our stakeholders so they can know what is our PMO, and how our organization and themselves can benefit from it.

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3 Plan the change and transition

After you have defined the future state, you need to plan how to get there. This involves developing a detailed change and transition plan that outlines the activities, tasks, resources, timelines, risks, and dependencies involved in establishing or transforming your PMO. You also need to establish a governance structure and a communication plan for your PMO change or transition, and assign roles and responsibilities to your team members and stakeholders. You should also consider the change management principles and practices that will help you facilitate the change and transition smoothly and effectively.

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4 Implement the change and transition

The next step is to execute your change and transition plan and monitor the progress and performance of your PMO change or transition. This involves managing the scope, schedule, budget, quality, and risks of your PMO change or transition, as well as communicating regularly and transparently with your team members and stakeholders. You should also provide training, coaching, and support to your PMO staff and project managers, and ensure that they have the skills, knowledge, and tools to perform their roles and responsibilities. You should also solicit feedback and input from your stakeholders and incorporate them into your PMO change or transition.

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Jared Park

J.D. Candidate at Duke University School of Law
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One important aspect of implementing a PMO is ensuring that the structure of the PMO is endorsed by high level leadership and executives in the organization. It is difficult for a PMO to provide structure if those expected to employ the tools and methodologies supplied by the PMO are not held accountable or if the PMO does not have authority.

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5 Evaluate the change and transition

The final step is to evaluate the outcomes and impacts of your PMO change or transition, and measure the value and benefits that your PMO delivers to your organization. This involves conducting a post-implementation review and a benefits realization analysis of your PMO change or transition, and identifying the lessons learned, best practices, and areas for improvement. You should also celebrate the achievements and successes of your PMO change or transition, and recognize and reward the contributions and efforts of your team members and stakeholders. You should also ensure that your PMO is continuously improving and adapting to the changing needs and expectations of your organization.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Ricardo Sastre Martín

Project Director | Program Director | Head of Project Office | PMO Director | Portfolio Director | Strategy Office Director
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A key aspect to be taken into consideration is to be focused on value delivery. For that, we need to assure the alignment of the vision and mission of our PMO with the one from our organization, and that our PMO addresses the needs of our stakeholders. We have to develop our PMO based on the needs of our stakeholders. If we define ourselves what our PMO is going to do, most probably will not add value as it is not taking as input the needs from our stakeholders.

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How do you manage the change and transition involved in establishing or transforming a PMO?

1

2

3

4

5

6

1 Assess the current state

2 Define the future state

3 Plan the change and transition

4 Implement the change and transition

5 Evaluate the change and transition

6 Here’s what else to consider

Project Management

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How do you manage the change and transition involved in establishing or transforming a PMO?

1

2

3

4

5

6

1 Assess the current state

2 Define the future state

3 Plan the change and transition

4 Implement the change and transition

5 Evaluate the change and transition

6 Here’s what else to consider

Project Management

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