The PMO is just another layer of bureaucracy, adding little value to the organization.
However, establishing a scalable PMO – one that expands vertically into the organization and horizontally across functional areas – is a measured approach that will increase the likelihood of successfully implementing projects.
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Tips for PMO Implementation:
Create a repository
The PMO would be an instant hit if every project in the company were cataloged and maintained in a repository.
Use inexpensive technology and resident knowledge
Intranets, databases, networks and templates – these critical technologies can be readily implemented in most organizations.
Become self-service
Let the users feed and water the PMO. Drive the ownership of the PMO down to the project staff, the folks who will make or break the PMO.
Focus on everyday transactions
Nobody gets away clean. Make every transaction a way to increase the knowledge and support the strategy.
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So, what is a project management office really? One recent article in the Project Management Journal described the PMO as a “combination of managerial, administrative, training, consulting and technical services for projects within an organization and for upper management.” [Wells, April 2000] At its heart, the PMO is an organizational entity that supports project-based work with communications, training and leadership capabilities to effect lower costs, reduced risks and successful outcomes. A public-sector PMO was recently chartered to “develop, document and publish a statewide project management methodology, standards, tools, templates, processes and procedures,” and also “operate the Project Management Mentoring Program (PMMP).” [New York State – Office of Technology Planning website] The trend has been toward utilizing the PMO as a link between the project objectives and the organization’s strategy. The December 2000 issue of PMNetwork highlighted the role of the “Strategic Program Management Office” [Eidsmoe], as an interface providing essential project management capabilities that map to the organization’s strategic plan. Given this trend of strategically oriented PMOs, implementing a scaled project office that is initially limited in scope, technology and service offerings can minimize the pitfalls embedded within each of the PMO myths.
Myth #1: Implementing a PMO is cost-prohibitive
Planning and implementing a PMO is not an inherently expensive proposition. PMO capabilities can range from providing templates, training and communications via a self-service website, to operating a real-time project office that manages resources, tracks schedules and maintains budgets. Regardless of size, many organizations have the essential components of a PMO within their current makeup. Consider the technology required to implement the PMO. Most organizations have word processing, spreadsheet and presentation applications from which communication and deliverable tracking templates can be developed and posted to a website or server for use by the project teams. Project management software forms the cornerstone in the fledgling PMO as an interface for reporting progress both within and across projects. Using existing technologies like websites and document templates, the PMO can rapidly provide benefits to the project teams via self-service collection and distribution of information.
Planning a PMO entails developing the processes, policies and content that will drive the delivery of the PMO products and services. Using the knowledge and skills already in the company can dramatically decrease the costs and ensure that the services provided are reasonable and practical.
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