7 main problems to Design and Implement a PMO to be solved by the PMO Sponsor

Over the years when I have talked with PMO Sponsors, I have founded 7 main problems to Design and Implement a PMO to be solved by the PMO Sponsor

It is not a simple topic because there are many more without a doubt, however, it is better to focus on the main ones to be able to solve them in a roadmap and later, in a process of continuous improvement, solve all the others,

FIRST: They want to solve problems and bad habits of his portfolio inherited from years.

"But acting and applying solutions as usual".

Top 3 Solutions:

1. Recognize the problem: The first step is to recognize that there is a problem or a pattern that has persisted for years and that needs to be addressed. The person must be willing to accept that what they have been doing has not worked and be open to new ideas and approaches.
2. Assess the situation: It is important to do a detailed assessment of the legacy projects and the problems that are being faced. This will help identify patterns that have held and solutions that have not worked.
3. Look for new solutions: Once the situation has been assessed, it is important to look for new solutions. This could mean looking for other people's ideas, looking for new tools or technology, or even changing the way you approach the problem.

SECOND: They haven′t updated experience and/or training about Project and Product Management Office.

"But they tell you how to do things".

Top 3 Solutions:

1. Educate: It is important to educate the members of the company about the best practices of Project and Product Office Management. This could include providing them with information on project management frameworks and methodologies, organizing training workshops, or providing them with access to online resources.
2. Communicate: It is important to communicate to the members of the company the advantages of Project and Product Office Management, how it can improve the efficiency and effectiveness of projects, and how it can improve the performance of the company in general.
3. Demonstrate the results: It is important to demonstrate to the members of the company the results of the Management of Project and Product Offices. This could include sharing case studies, results presentations and performance metrics that demonstrate the benefits of implementing these ways of working.

THIRD: They do not hire a PMO specialists.

“But they always hire the usual consulting firms with junior profiles but expecting different results”

Top 3 Solutions:

1. Identify the need: It is important that the company identifies the need for PMO specialists. This involves evaluating current project performance and recognizing that external help is needed to improve project management.
2. Evaluate providers: It is important to evaluate consultants before hiring their services. This involves assessing their experience and reputation in the marketplace, as well as their project management and PMO skills and knowledge.
3. Specify requirements: It is important to specify the requirements of the company in terms of project management and PMO. This includes defining project goals, technical requirements, budget, and timelines.

FOURTH: An annual budget (PMO) is not defined.

"But they think it's just managing projects or products and that's why I only need a Senior PM to solve it".

Top 3 Solutions:

1. Evaluate costs: It is important for the company to evaluate the costs associated with project and product management. This includes not only the cost of hiring a PMOfficer or, failing that, a PMO Consultant, but also other costs related to global portfolio management, such as the cost of the management tool such as a PPM, the cost of training of equipment, the cost of resources and the cost of communication.
2. Establish a budget: It is important that the company establishes an annual budget for the management of projects and products. This budget should take into account all costs associated with project and product management, as well as the specific needs of the business.
3. Define objectives: It is important that the company defines clear and specific objectives for the management of projects and products. These objectives must be aligned with the strategic objectives of the company and must be measurable to show the Value of the PMO.

FIFTH: They seek to solve EVERYTHING only in 1 year.

“They want to get rid of all their accumulated vices and problems of the last past 10 years but with the same people!”.

Top 3 Solutions:

1. Prioritize: It is important for the company to prioritize the most critical issues and address them first. This will help reduce the risk of failure and ensure that resources are focused on the most important issues.
2. Establish achievable goals: It is important that the company establish realistic and achievable goals for each of the problems that it wants to solve. This will help keep teams motivated and ensure that the desired results are achieved.
3. Be realistic about deadlines: It is important for the company to be realistic about the deadlines to solve the problems. It is unlikely that all problems can be solved in one year, especially if the company has accumulated problems from the last 10 years. It is better to set realistic deadlines and work on problems progressively.

SIXTH: The Organization has no intention of training teams on PMO topics.

"Now there is no time for that, but if we can, we will do it later”.

Top 3 Solutions:

1. Present the benefits: It is important that the organization understands the long-term benefits of training their teams on PMO topics. These benefits include greater efficiency in project management, a better understanding of processes, and a greater ability to identify and mitigate risks.
2. Identify Needs: The organization may not need full PMO training, but may need to address specific areas for improvement. Identifying these areas and offering training in them can be more efficient and effective in terms of time and resources.
3. Evaluate the results: It is important for the organization to evaluate the results of the PMO training. This will help determine if the training has been effective and identify additional areas for improvement.

SEVENTH: They are focused on getting their own Results.

"Instead of focusing on provide Value to its Stakeholders and obtain Benefits for the Organization”

Top 3 Solutions:

1. Identify key stakeholders: The organization should identify key stakeholders, such as customers, suppliers, employees, and shareholders, and understand their needs and expectations. In this way, the organization can focus on meeting the needs of its stakeholders and generating value for them.
2. Define strategic objectives: It is important that the organization clearly defines its strategic objectives and communicates them to all team members. In this way, team members can understand how their work contributes to the strategic objectives of the organization and can focus on generating value for stakeholders.
3. Establish value metrics: The organization can establish metrics to measure the value it generates for its stakeholders, such as customer satisfaction, employee retention, and company profitability. These metrics can help the organization measure its success and focus on generating value for its stakeholders.

In Summary

For me, a key figure in all PMOs, without a doubt, is the Sponsor.

Since it is a C-Level role, it knows from the strategy the problems of the global portfolio, and it needs to solve them, otherwise it will be a time bomb that will explode at any moment.

With these solution proposals from my experience, the PMO Sponsor will be able to better face the challenge of designing and implementing their PMO in the organization.

For more answers you can find them in my new book

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