PROJECT MANAGEMENT OFFICE ONE PAGE MAGIC BEST PRACTICES
This is a high level of the different types of roles within a PMO excluding Project and Program Managers that sometimes report directly to the PMO in some organisations. Roles can vary with scope of PMO, size of PMO & organisation requirements.
The mission of a PMO is to facilitate the delivery of the value promised to stakeholders in support of an organisation's strategic vision via disciplined, performance-based project portfolio management (PPM) and project management.
PMO functions and processes vary by organisation to assess and report on the performance of programs & projects. The success of the PMO relies on the PM’s following PMO processes and producing outputs highlighted within the PMO processes.
This useful PMO survey can be carried out on a quarterly, six monthly or annual basis. It provides useful data to show the visible value and contribution of a PMO that can be presented on a regular basis to senior management and business stakeholders.
The aim of a PMO Assessment and Strategy is to assess the current status of project management and the current project portfolio within the organisation.
A Value Management Office is effective in monitoring the progress of Agile teams & enabling them to deliver value to customers. Everything evolves & so has the PMO approach to complement the Agile ways of working. For Agile teams and organisations, Value Management Office is the way forward.
Vendor Management are activities in researching & sourcing vendors, obtaining quotes with pricing, capabilities, work quality, negotiating contracts managing relationships & managing performance.
A PMO generates value through the services it provide for its customers, the maturity of a PMO may be summed up as being the degree of sophistication with which it provides each service for which it is responsible. This survey is based on the 27 functions (services) of Hobbs and Aubrey (2010).
PMO services will depend on the scope and functions of the PMO & PM responsibilities. A PMO will select a few key services where it can add visible value. PMO services that are required, dictate PMO roles & responsibilities, will need staff support. A successful PMO will offer a range of services but it is important to set expectations with stakeholders.
An effective Project Management Office is aligned with the strategic planning goals of the organisation and should be able to show visible value to the bottom-line.
Communications (body language, listening, asking questions, clarification), lack of social interactions, isolation are staff challenges for remote working but it can be a very positive experience if planned. Effective communication among staff promotes teamwork & promotes continuity & clarity within the team. PMO, PM team, stakeholder success will only be achieved through successful communication.
Business transformation is a visible change, for customer experience, that modify how end users interact with the company and how the company offers products and services to end user.
Some of the target measures of success for an effective PMO is the company is they contribute towards a company being financially successful where the shareholders are satisfied, the organisation works on the right projects at the right time, strategies are being executed as agreed and programs and projects are aligned with corporate strategy.
An Enterprise PMO (EPMO) is a PMO that is able to operate at the corporate side of the business ensures that projects are aligned with the strategic goals of the organisation. With executive support, enterprise PMOs influence strategy, drive key initiatives, and control changes across the organisation
A Strategic PMO ensures that a company invests in projects aligned with strategic goals & gains the most benefits from these investments. The PMO provides linkage between the strategy & the projects implementing it.
A Transformation PMO is an enterprise function responsible for driving complex initiatives of the strategy of the organisation. It is a critical link between the executive vision and the work of the enterprise.
The PMO leader needs to be transformational leader who brings around change and innovation. A PMO leader is a manager for the PMO, and the central voice for organisational project work. For a PMO leader to be a catalyst for growth, they need understand what PMO maturity looks like.
Artificial intelligence is increasingly finding its way into project management tools to handle everything from generating automated status reports, scheduling to analysing the patterns of PM teams and offering recommendations for improvement.
Probably the primary driver for most organisations to offshore their PMOs is cost savings. The great improvements in technology and communication now mean that it is possible for resources to work effectively from almost anywhere.
There are 5 project phases to set up a PMO: Phase 1: Assessment & Strategy; Phase 2: PMO Initiation; Phase 3: PMO Establishment; Phase 4: PMO Implementation and Phase 5: Continuous Improvement.
A PMO plan includes activities, schedule, and deliverables for the pilot projects. The plan will include resource requirements; interfaces & dependencies with other groups; risks, and risk mitigation.
It is a success factor to know what the PMO needs to accomplish. Metrics must be tailored to the type of PMO in terms of culture and organisation and gain buy-in from stakeholders for them to be on same page to measure success.
A project management office (PMO) is a strategic component of an organisation trying to improve its ability to deliver projects that bring value to the organisation. Historically, the process of starting a formal PMO has been assigned to different entities, depending on the scope of the office.The best approach for setting up a PMO os one that is fit for purpose for an organisation that takes into account its culture and its current situation.
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