Is your PMO adding value to your business?
P3O brochure OGC 2008

Is your PMO adding value to your business?

A good PMO is the backbone of a successful project management approach. It provides decision support information for senior managers. A PMO should underpin project delivery by ensuring that all business change in an organization is managed in a controlled way.

When setting up or refreshing your PMO, make sure you use an agreed model and framework. Please … focus on being a service-based PMO. Don’t just manage templates, show people how to use them, run workshops, ensure they get the best value from their PMO. Help PM delivery staff to get their plans through the decision processes. Add value!

Having a PMO at programme or portfolio level is crucial. A good PMO provides unbiased status reporting using project data, and provide line of sight from strategic intent to project performance. It ensures that Project teams adopt best practice Governance and ask the right questions on behalf of the Executive Board by facilitating and driving key meetings.

A good PMO requires project managers to report once on their progress, then consolidate data for the various reporting requirements – financial, program level, risks and issues, strategic alignment.

We use the P3O model for training and consulting. With in-depth materials and courseware, it provides a basis for decision enabling and delivery support structures for all change initiatives within an organization.
Check it out here!

John Leitch

Connecting people and services digitally

7 年

Insight, foresight and oversight should be at the heart of thinking, especially resourcing for a PMO. Governing change still needs to account for the governing of operations. A PMO should I believe understand more than just the disciplines and language of P3O but might wish to invest in understand the 'specialist' fields be it corporate finance, legal, contracts or specific design and development. I think this image would be far richer with a viewpoint of blending (as well as tailoring), understanding needs and overlaps between tools, methods and cultural philosophies, should help take PMO towards being a value driven and trusted tool of delivery for the business and customer.

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Ken Lamparter

Change and Transformation Professional. Programme Manager, Senior Project Manager , Programme/Project Governance, ***IMMEDIATELY AVAILABLE FOR CONTRACT OR PERMANENT WORK***

7 年

When I was running a PMO function a few years ago, I had my team work directly with project managers and to become part of the project team. We named them as project QA's and they were already extremely good project managers in their own right (perhaps the best). This meant they really understood the projects they were assigned to and ensured that the project manager (and team) understood the project management process, the templates, review gates, funding etc. We in the PMO obtained much more insight into what actually worked and what didn't, which in turn enabled us to improve the overall process. Contrast that to another company where I was a project manager, and if you called the PMO you'd never get anyone answer the phone, apart from a recorded message and an email address to contact them on plus a link to their website (which was simply a list of links to the templates). If you emailed a question you got a response immediately saying that your email will be reviewed within 4 working days.... mot much help when you had one simple question to ask. When you did finally get to speak with someone and asked a specific question, they'd send you a link to a 50 page powerpoint. PMO managers - please spend the time to work with your project teams!! You will see the benefits to your organisation multiply.

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Michelle Wicks

Digital Innovation| Portfolio/Program/Project Management | Organisational Change Management | Benefits Realisation

7 年

Without a doubt, that's how to add real

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