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                            [description] => A project management office (PMO) is defined as the department that improves and executes on project management through the standardization of processes. We cover the key responsibilities of a PMO and their future as projects increase in size and number
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                            [body] => What Is PMO in Project Management?PMO stands for Project Management Office. In enterprise-sized organizations, it is the department that improves project management by standardizing processes and improving efficiency. PMOs create and maintain project documentation and best practices, track metrics, and offer training. They may also report project progress to executives and stakeholders, help prioritize projects, and ensure all projects support the overall business objectives of the enterprise.Further reading:. Project Management Basics: What is a PMO? (Infographic)10 Essential Elements for the Perfect Project Plan (Infographic)Project Management Basics: PRINCE2 Explained#project management#project management office#PMORecommended FAQ 5 questions What is Change Management in Project Management? What is Agile Methodology in Project Management? What is Cost Benefit Analysis in Project Management? What is Cost Management in Project Management? What is Cost Variance in Project Management? tweetsharesharesend Basic Project Management Project CharterProject Management StakeholdersWhat is a Project?Work Breakdown StructureProject ObjectivesProject BaselineProject Management SchedulingProject Management Work PackagesProject Management ScopeScope Creep Advanced Project Management What is PERT?S-CurveNetwork DiagramSMARTRisk ManagementCost EstimationFeasibility StudyMonte Carlo AnalysisProject IntegrationCost Management PMI MilestonesPDUPMI Project ManagementWhat To Do With CertificationCertificationBecome CertifiedPMP CertificationBest Certification Software Features Critical Success FactorsCapacity PlanningUser Role Access PermissionsTime TrackingBudget TrackingRequest FormsWork AssignmentsVersion ControlDependency ManagementsProject management Milestones Tools Project Management SoftwareProject Management ToolsProject Management SystemGantt Charts Project Management Guide Navigation Project Management BasicsProject Management MethodologiesProject LifecycleProject Management ToolsProject Management SoftwareTeam Collaboration TipsAgile Methodology BasicsAgile PM Tools & TechniquesPopular Agile FrameworksResourcesGlossaryFAQLeading сompanies сhoose WrikeDownload our mobile appfor your Android or iOS deviceAboutCompanyCareersBlogEventsNewsroomContact UsWrikeProductPricingProject TemplatesCustomersApps & IntegrationsAPISecurityCA Notice at CollectionSolutionsMarketingCreativeProject ManagementProduct DevelopmentProfessional ServicesAll TeamsResourcesFor Project ManagersFor MarketersFor ProductivityFor CollaborationWrike Free eBooksProject Management GuideProfessional Services GuideFor customersHelp CenterWebinarsCommunity ForumsConsultation ServicesUser ConferenceWrike StatusWrike SupportFor partnersWrike Partner ProgramLatest in Wrike BlogA Definitive Guide to Choosing IT MetricsWhat Are Segmentation Bases in Marketing?Scale Your Resource Management With Collaborative Work Management — Free eBookCycle Time vs. Lead Time: Everything You Should Know6 Project Management Trends to Expect in 20222022 Workplace Trends and Predictions You Should KnowWrike’s Work Intelligence™ Gets 3x Smarter With New CapabilitiesHow Wrike helps youSalesforce project managementGantt chartsCollaboration tools for studentsTask managementGoogle project management toolsFollow usLanguage: EnglishEnglishDanskDeutschEspañolFrançaisBahasa IndonesiaItalianoBahasa MelayuNederlandsNorskPolskiPortuguês (BR)SvenskaРусский日本語한국어中文(简体)繁體中文 ©2006-2021 Wrike, Inc. All rights reserved. Patented. Privacy Policy & Terms of Service.
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                            [title] => Project Management Office (PMO) - The Ultimate Guide
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                            [description] => Curious about PMO? Learn what a project management office really does, and how it can improve your organization's projects
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                                    [2] => Project Management Office Roles and Responsibilities
                                    [3] => PMO Types
                                    [4] => Project Management Office Functions
                                    [5] => What Is PMO Software?
                                    [6] => Desktop vs Online PMO Software
                                    [7] => Essential PMO Tools
                                    [8] => How Does a Project Management Office Benefit Your Business?
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                                    [5] => Workload Management
                                    [6] => Team Management
                                    [7] => PMO Reports
                                    [8] => The PMO Offers Guidance
                                    [9] => Helps Keep Projects on Track
                                    [10] => PMO has a Big Picture View
                                    [11] => Helps with Communications
                                    [12] => PMO Shares Resources Throughout the Organization
                                    [13] => Step 1: Analyze the Situation
                                    [14] => Step 2: Design the Plan
                                    [15] => Step 3: Implement the Plan
                                    [16] => Final Thoughts on PMOs
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                                    [dateFormatted] => 30o November 2021
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                            [body] => Project Management Office (PMO) Brought to you by ProjectManager, the online project management software trusted by 35,000+ users. GET STARTED FOR FREE What Is a PMO? What Are the Functions of a PMO? What Is PMO Software? Desktop vs Online PMO Software Essential PMO Tools What Are the Different Types of Offices in a PMO? How Does a PMO Benefit Your Business? How to Set Up a Project Management Office PMO Resources What Is a PMO? A project management office (PMO) is a group or department that defines, maintains and ensures project management standards across an organization. A PMO can either be internal or external. They can also be referred to as a program or project portfolio management office, but they’re different types of PMO. Let’s quickly explain the differences: Project Management Office: Provides administrative support for the project management team and standardizes the project-related management processes. Program Management Office: Manages the program governance process and coordinates the efforts of the program management team. Portfolio Management Office: The project portfolio management office oversees all the projects and programs of an organization and supports project and program management offices. A project management office keeps documentation on projects and offers direction and key metrics in the execution of the projects under its governance. Through guidance, the PMO helps organizations get a return on their investment and add value to their stakeholders through projects, programs and portfolios. This is executed with the help of project portfolio management tools, which provide data and insights into projects and programs across an organization. ProjectManager’s online PPM tools help PMOs track portfolios, projects and tasks in one place—learn more. The PMO doesn’t always focus solely on standards and project management methodologies. They can also be part of strategic project management by facilitating, or even owning, the project portfolio management process. In this capacity, they can monitor and report on active projects and portfolios to top-tier management and foster strategic decision-making. A project management office is meant to operate as a centralized and coordinated management hub for all the projects, with the aim to create efficiencies between projects—as well as merely defining standards in the project management process. Project Management Office Roles and Responsibilities. One can think of a project management office as a regulatory commission that seeks to standardize the execution of projects in order to maintain productivity. A PMO offers guidance to project managers and develops metrics on the practice of project management. Most project management offices share these common roles and responsibilities: Strategic Planning and Project Governance: This involves defining project criteria, selecting projects that align to business goals and advising management with cost-benefit ratio. Defining the Project Management Methodology: Defining the project management methodology that will be used on a project, such as waterfall or an agile framework. Best Practices: This includes standardizing and consolidating best practices and processes across departments to manage and deliver projects. Common Corporate Culture: Here, the project management office sets common project culture through communication and training on techniques, methodologies and best practices. Resource Management: PMOs manage and allocate resources across projects based on priorities, schedules, budgets and more. Creates Project Archives, Tools and More: The PMO provides administrative support and invests in templates, tools, software and more to better manage projects. PMO Types. No two PMOs operate in exactly the same way, but they can be generally divided into three PMO types: Supportive: A supportive PMO collects all projects in an organization, supplies best practices, templates, training, but with a low degree of control. Controlling: A controlling PMO checks if the project management tools, processes and standards are being applied in the projects, with some degree of control. Directive: A directive PMO maintains a high degree of control in the project management process within the organization. What Makes a Good PMO Manager? A good PMO manager oversees the team members in the project management office and takes responsibility for the quality and value of each project under its care. This involves collaboration with project managers and reporting to the executive staff of the organization. PMO managers succeed by facilitating project planning, analyzing financial information, modifying processes and ensuring proper documentation for the projects they’re overseeing. This is done by both focusing on details and keeping an eye on the big picture. Naturally, a PMO manager has to function under pressure, have strong interpersonal skills and be able to juggle different projects. Project Management Office Functions. Project management offices have been around since the 1800s, though their function has evolved over time. They began as a type of national governance of the agricultural industry, and by 1939 they were beginning to be referred to as project management offices. What we know as a PMO today wasn’t in existence until the 1950s, and now they are a dynamic entity used to solve specific issues. In general most PMOs act as the backbone of a successful project management approach in any organization. They offer support and information and ensure project and program success. These are the main PMO functions. Governance: They make sure that the right decisions are being made by the right people based on the right information. This can also include auditing and peer reviews, developing project structure and making sure there’s accountability. Transparency: They provide information that is relevant and accurate to support effective decision-making. Reusability: There’s no reason to “reinvent the wheel,” so they are a depository of learned lessons, offering templates and best practices from previous successful projects. Delivery Support: They facilitate project teams and help them do their jobs more effectively by streamlining process and bureaucracy, offering training, mentoring and quality assurance. Traceability: They manage documentation, project history and organizational knowledge. What Is PMO Software? PMO software is used to create efficiencies when organizing the process of a project, program or portfolio under the governance of a project management office. This includes every phase of the project: initiation, planning, execution, monitoring and closure. Some of its functions include analytics, tracking, planning, resource allocation, prioritization, scheduling and reporting for business insights. Project management software also aligns to its organization’s and industry’s standards. PMO software should be flexible, with the ability to adapt to changes and stakeholder expectations. It should be able to manage and analyze teams, while providing collaborative features. A project management software for a PMO should have: Project management tools for different project management methodologies. Project management tools to manage and analyze teams, while providing collaborative features. Resource management features Program and project portfolio management features Since project management software is used to manage more than one project, having program and portfolio dashboards to get a high-level view of performance is usually part of the features set. Microsoft Project is one of the most commonly used project management software, but it has major drawbacks that make ProjectManager a better alternative for project management, program management and portfolio management offices. Desktop vs Online PMO Software. Desktop PMO software applications tend to be more expensive and require installation; and training can take additional time for everyone to learn it. Online project management tools offer more entry points in terms of price because they have multiple-tier subscriptions. They also tend to be more user friendly and intuitive to use. But which is right for you? Both have advantages and disadvantages. The desktop tool is almost always going to operate more quickly, since it’s not at the mercy of an internet connection to determine how fast you get your data. There’s also no delays if the internet goes out. The desktop is a closed system, which can be networked to other computers in the office, but because it’s not online, your work tends to be more secure. However, online PMO software has made great strides to delivering security with better authorization and customized in-app permissions. Speed still lags, but depending on your connection to the internet the difference can be negligible. But these are still considerations when shopping around for a software that fits your PMO needs. What an online project or program management office tool can do that a desktop can’t is foster collaboration across your project teams, monitor and track performance and progress in real time. Teams are connected to the tool wherever they are and whatever time they’re working. There’s no need to input data; it’s collected automatically as it occurs. This means PMOs can make better decisions with more accurate data. Essential PMO Tools. There’s a lot of ground to cover when discussing PMO tools: the demands on PMO software are broad and complex. PMOs need basic project management features such as resource management, task management, workflow management and planning tools, along with more advanced project portfolio features. In addition, teams need to be able to collaborate and take control over their ongoing projects, as they all impact one another. This ensures that you’re keeping project processes standardized and meeting business goals and objectives. Here are some essential PMO tools that no project management office should be without—all of which are included in ProjectManager. Real-Time Project Management Software. The first step in any successful PMO software is that it works in real-time so you can see what’s happening as it happens, and teams get to collaborate. Our project management software is cloud-based and is instantly updated. Teams know what to work on, and you get transparency into processes to keep projects running smoothly. Project Portfolio Management View. PMOs have lots of projects to manage. These projects are not isolated, and most complement each other. Therefore, it’s crucial that PMO software has a portfolio view to see all projects on one screen to be able to quickly note how they relate to one another. We have multiple project views, including an overview feature where you get a high-level one of all your projects. You have the controls to group and organize them as you want, to drag and drop them into folders or create new folders for each client who needs more specialized attention. Our software gives PMOs both broad and narrow views of projects. A real-time project portfolio dashboard tracks progress across six project metrics in colorful and easy to share graphs and charts. Get more detailed data with automated reports on status, tasks and timelines. Project Portfolio Roadmap. While a high-level view is good to track progress, if you’re dealing with standardizing processes and making sure every task is meeting the requirements across all projects, then you must have more detailed data. With our portfolio roadmap, you see every project you’re managing in your PMO. All the projects are laid out on a timeline on a Gantt chart view. Now you can see each project at the task level and filter the Gantt to get just the information you need, whether that’s by assignee, project manager or customer. We help you make more accurate PMO forecasts. Resource Management. Resources for a project include staff, equipment, materials and more. That’s just for one project. Resource management at the PMO level will help you manage those resources to keep your projects moving forward. We have a resource management tool that can track, manage and report across your portfolio. You have visibility into your resources and can make sure they’re balanced so that each project has what it needs, when it needs it. Because our software is cloud-based, you can track your project’s performance against the planned work to make sure you’re staying on schedule. Workload Management. Workload management is a window into a team’s tasks to make sure there are no imbalances. Team workloads vary. If you’re not keeping a close eye on who is tasked with what, teams can find themselves overworked or underworked. Neither is good for productivity or morale. Our software gives you transparency into the workload of all your projects in easy-to-use color-coded pages. See at a glance who is overallocated and then reallocate resources right from the workload page to balance the team’s workload. It’s that simple: optimize resources in real-time. Now you can make data-driven decisions to better manage your teams in multiple projects. Team Management. There are many ways the PMO looks after their organization, from roadmaps that gather all the tasks of multiple projects on a shared timeline to looking at your projects through the lens of resources. But your most important resource is your teams, and PMOs need a team management tool that provides transparency into their work. Our Team section makes it even easier to balance resources and assignments. Your projects’ resources appear on the team page, with task progress indicated as colors. There’s a priority level for tasks, too. You can filter the page by team members so that you have even more control over your team’s resources and workload. PMO Reports. Reporting is one of the key tools for tracking progress. You can look at the projects from a high-level dashboard view or drill down for more detailed data with reports. Reporting keeps projects on track and stakeholders updated on progress. Reports can be customized by customer, priority and much more to show what you want to see for better PMO oversight. You can even get reports on specific projects in your PMO, all downloadable and shareable. To get all of these PMO tools and more, sign up for a free 30-day trial of ProjectManager. How Does a Project Management Office Benefit Your Business? Now that you know more about what a PMO is and what it does, we can examine why an organization should have a project management office and how a PMO benefits the organization as a whole. The PMO Offers Guidance. First, when you have a PMO you have an agency to align the project, program or portfolio with an eye focused on the future strategy of the organization. This allows you to work within the boundaries of a long-term plan and therefore be more efficient in your decision-making thanks to project management office guidance. Helps Keep Projects on Track. They also act like an external mechanism to ensure project success. Due to their metrics-based assessment, they can help keep projects on track and alert you when scheduling, budget and other scope issues are threatening to derail the project. That way you can act quickly when issues arise—before they become potentially project-ending problems. PMO has a Big Picture View. When you’re working on a portfolio of projects, the project group has a keen understanding of the links between those projects. They are aware of the dependencies that can impact one another. This provides you with a bird’s-eye view of the work that is often not part of your purview, putting your actions in play on a larger canvas, so you can see how a small move could have larger repercussions. Helps with Communications. They can also be seen as another arm of your communications plan. They have the ears of your stakeholders in ways that you might not, and therefore can facilitate communications with them, both freeing you up for other work and making sure your message is delivered and understood. Project management governance can help with communications across the board, too, as they often have working relations with other parts of the project or program participants that you might not be connected with. PMO Shares Resources Throughout the Organization. Setting up a project management office allows for the sharing of resources. If your resources are limited but your projects aren’t, a program management office can strategize the use of those resources across your project or program to best use them productively. When you have your projects aligned to a business case and strategy, there are many benefits from support to portfolio management, centralizing training and project management tools, as well as mentoring. Of course, a project management office alone is not enough. You need good people, proven processes and supporting technology to get the most out of it. How to Set Up a Project or Program Management Office. You’re probably wondering how you can set up a PMO in your organization. Think of it as another project. So, therefore, you’re going to follow a similar process: Analyze the situation Form a plan to respond to that situation Implement that plan You’ll need to find someone to back it, ideally someone in management with knowledge of change management. That person must totally understand the venture, be fully onboard with believing in its benefits and then actively promote the process of setting it up. Step 1: Analyze the Situation. First, analyze the current situation by checking the project management methodologies, processes, and tools that are being used for any signs of weakness. Also, do the same analysis with any ongoing projects. You’ll want to create a complete and up-to-date informative project list, prioritized if possible, to determine who is working on what. With this information you can document the project management majority of the organization, which is crucial paperwork to refer to later on as you apply improvements to the system. But remember, be delicate in your report and do not neglect the positive, as the process can get very political. No one is served by ruffling feathers. Determine the goals of the project management system by getting a stakeholder analysis. First, you have to identify the stakeholders and find out what benefits they’re looking for. Stakeholders can include management, executives, project managers, controllers, even staff members. They’re all going to want to see what the value is, so you have to make that clear from the get-go. Step 2: Design the Plan. Begin by defining its areas of responsibility, hierarchical position and competencies. What’s its mandate and services? For example, is the PMO a service unit providing tools as required or is it set up for training and support of project managers to ensure project quality? There are many areas that a PMO can find itself responsible for, some of which are sketched out in the list below: Training and coaching, attending to staff development for project members and teams Defining project management methodologies and best practices Operation support, holding workshops or temporarily taking on work as project controller Methods and processes, which might include project management tools Project setup and implementation, selecting projects and prioritizing them through cost-benefit analysis and other conditions Don’t overload your project management office from the start. That’s a recipe for disaster. To ensure you’re productive, stick to just one or two areas of responsibility. Your stakeholders might want to overload it with too many responsibilities and tasks, so speak with them about realistic goals and practical paths forward. Remember that the PMO is a new entity in the organization, so it’s going to take time before it’s commonplace. There will be a learning curve. Make sure all employees are introduced to the PMO and briefed on what it’s responsible for. This provides clarity and promotes its services so people use them. Step 3: Implement the Plan. Just as you would in any other project plan, proceed step-by-step, provide the IT infrastructure and finalize the PMO staff training. Focus on change management, as this is one of the foundational tasks. And you want to cement organizational buy-in, so it doesn’t hurt to reiterate the beneficial reasons for implementing it. When you’re communicating the PMO’s areas of responsibility, you can do so on the company’s intranet or whatever platform or venue is best. However you disseminate this information, be sure to include these three things: What are its services The processes in the company’s project management Who is the team leader Once you’re in operation and internal staff has assumed full responsibility, if it has been set up by an external consultancy, the new project office has to persuade all stakeholders of the benefits it brings. This usually results in the following phases: Scenario 1: Early success, happy stakeholders. Scenario 2: Period of disenchantment, which is not unusual after implementing a new structure or competency, but it can lead to some skepticism. Scenario 3: Initial skepticism evolves into constructive collaboration as the project office establishes itself in the culture. Final Thoughts on PMOs. As noted earlier, a PMO’s success depends on appointing the right person to promote it. Sometimes they’re going to have to demand unpopular changes, so the only way for them to be successful is with backing from management, and with clearly defined responsibilities and competencies. Then there’s the culture in the organization, and it will likely take time for the project management office to settle into this establishment smoothly. For this transition to occur successfully there must be transparency in the project environment. Therefore, how transparency is applied in the company culture is going to either help or be a hurdle. But once the PMO has been established and it begins to benefit your projects, you’ll find it an integral part of the organization as a whole. It helps support success and provides an overview for project managers who might not always see the whole picture, allowing them to do better work for their company and for their teams. Ready to start a PMO at your business? Make sure you give them the best tools for the job. Sign up for a free trial of ProjectManager, so your PMO can have a positive impact on your organization. Start Your Free 30-Day Trial     PMO Resources. Articles Project Management Trends (2022) How to Set Up a PMO PMO Trends: What’s the Future Look Like? Project Manager Titles – A Quick Guide Videos 5 Benefits in Adopting Project Portfolio Management What do Portfolio Managers Do? See Why Teams Love ProjectManager. Start managing your work your way. Start a Free Trial 2,000,000+ projects planned, by companies including
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                            [body] => 5 major roles a Project Management Office plays within a company The PMO provides guidance and structure to the execution of projects. Let's take a look at some of the specific ways it achieves this. Resources / Key Insights / 5 Major roles a PMO plays   A Project Management Office (also called PMO), is an office or department within an organization that defines and maintains standards for project management. The Project Management Office provides guidance and standards in the execution of projects. If you are a small operation, you may be able to manage without a Project Management Office (PMO). But if your organization runs multiple cross-functional projects at the same time, then it likely needs one! A PMO plays many roles within an organization, but this of course varies greatly from company to company depending on its size and the scope of projects being managed. A successful PMO is a combination of good people, processes and tools. Apart from just managing project portfolios, here are the other benefits it delivers: Strategic planning and governance. This is the most important function of a PMO. By scoring projects using predefined criteria, the strategic selection of potential projects can be done according to the business goals of the organization. PMOs then advise senior management or C-level leaders to select candidate projects that best align with the strategic goals of the company, by providing a sound business case and a clear cost/benefit ratio. With regards to project governance, PMOs set policies, regulations, functions, processes, and procedures that define the establishment, management and control of projects, programs or portfolios. Best practices and process. PMOs implement and consolidate best practices and processes within the organization. Where possible, they standardize the process across all departments and services. A PMO can implement a repeatable project delivery process so that organizations can readily manage and deliver projects. The department also provides consistent project management guidance, methods, systems, tools and metrics for consistent project outcomes throughout the organization. This maintains consistency between project managers working on different projects, across different departments. Common language, culture and mindset. A PMO helps disseminate a common project culture and mindset by informing, communicating and training employees about different techniques, methodologies and best practices in the industry. It also helps to develop a common project language by defining milestones, metrics and KPIs so that everyone is on the same wavelength. This way, the management of projects is harmonized and efficient across the whole organization, and in short, they act as champions of project management for the company. Resource Management. PMOs also manage and allocate resources effectively across all projects, by managing priorities based on timelines, budgets, resource loads and what-if analysis information and accordingly providing the right resources, at the right time. They also define roles and responsibilities needed on any given project. PMOs train, mentor and coach employees in general  - and in particular project managers. They organize regular workshops and training programs regarding project management to keep staff up to date. Creating and maintaining project artifacts, archives and tool sets. PMOs provide templates, tools and software to manage project efforts. They invest in tools for managing projects - which pays off in ensuring reliable data, which enables early visibility into project performance for better decision-making. PMOs also play an important role in institutional memory. Once the project completes, or cancels, they archive all the project documents created during the project into a document repository. This is very useful for future reference, especially for lessons learnt.   As we can see - the role of the PMO is far-reaching and impacts many departments within large businesses that have large amounts of cross-functional projects to manage. Ultimately, they are there to keep everybody working in the same direction towards the overarching goals of the business. Want the best PPM articles in your inbox every month? Sign up for the Planisware Brief and we’ll send you a summary of the most valuable articles about Project & Portfolio management that we could find. Not sure if the Planisware Brief is for you? Have a look at our latest editions   PMO, Hub Related articles PMO Stage-Gate Hub Kickstart your PMO processes with the Stage-Gate methodology Are you wondering how to get started with Project Management processes? Structure your PMO with Stage-Gate methodology. Project Management Portfolio Management PMO Hub What will the Project Management of tomorrow look like? This webinar with Ex-chairman of the PMI, Antonio Nieto-Rodriguez gives us a glimpse towards future trends. Agile & Lean PMO Resource management Interviews & keynotes Hub Enterprise Agile Agile PMOs: The next step in PMO evolution With such a radical change as the shift from waterfall to Agile project management, how should the PMO transform itself? Featured content PMO Nudging for Organizational Change and Business Agility: A new Role for the PMO Today’s change is unlike the change of the past. It’s more emergent, complex, faster-paced, and spans all organizational functions and disciplines [...] Read the White Paper Top stories Checklist: Core strategic competencies for the PMO PMO Matt Light on the PMO and Agile PMO
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                            [body] => What is PMO in Project Management? A Project Management Office, abbreviated to PMO, a group or department in an enterprise that establishes and implements best practices and maintains standards related to project management, planning and execution. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO also serves as an organization's central hub for project documentation, guidance and success metrics. Most PMO processes, methodologies and best practices are based on industry standards, such as A Guide to the Project Management Body of Knowledge (PMBOK Guide), which was originally published by the Project Management Institute (PMI), a certification body for project managers (PM). The role of a PMO. A PMO is the backbone of a successful project management approach at an organization. It is a function that provides decision support information, although it doesn't make any decisions itself. A PMO underpins the project delivery mechanisms by ensuring that all business change in an organization is managed in a controlled way. A PMO's main purpose is to facilitate project success by establishing best practices, mitigating risks and ensuring on-time project delivery within a specified budget. So what does that actually mean in practice? PMO teams fulfill a variety of functions on a day-to-day basis including: Developing standards and processes. Encouraging (or enforcing where necessary) the use of those standards and processes. Managing resources for projects. Reporting on financial information such as return on investment. Delivering training and mentoring project team members. Monitor and evaluate project performance to established goals. Prepares risk analysis and action plan to mitigate the risks Gathering data about project progress and producing reports. Managing dependencies across multiple projects. Responsibilities of the PMO Team. Strategic PMOs enable strategic change in organizations. PMOs vary widely. Some serve as a means to standardize project-related governance processes and facilitate sharing of resources and tools. Others serve as centers of excellence, and still others align project and program work to corporate strategy across an enterprise. The PMO often play the role as a guardian of Enterprise Project Management tools and project management methods. There will normally be an expert (or several) in the PMO who can support project managers and their teams with using any project-related software. Here is the role of the stakeholders in PMO: PMO Sponsor - champion and direct the establishment and evolving operation of the PMO. The PMO sponsor will ideally be a member of the main board. Head of PMO - establish and run the permanent office. Head of Project Office - establish and run the temporary Project office. Portfolio Analyst - facilitate the development and on-going management of an optimized portfolio, ensuring senior management decisions lead to the fulfilment of strategic objectives through delivery of projects. Project Specialist - play a proactive role in the promotion of project management methods and standards, implementation of good project management practice, and the monitoring of certain projects. Project Officer - improve the planning and delivery process by collecting and maintaining data in a consistent form. The Role of PMO vs Project Manager. The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual projects, while the PMO manages the methodologies, standards, over all risks/opportunities, metrics, and interdependence among projects at the enterprise level. They actually operate on different levels. While a project manager is accountable for achieving the goals approved for their projects they are responsible, a PMO is accountable for achieving the approved goals for the enterprise. Typically, the PMO defines and maintains standards of project management within the organization through the standardization and the execution of repeatable and scalable processes. The PMO is also the source of documentation, guidance and metrics regarding the practice of project management and execution. Whereas the role of the PM is to adhere to the guidelines and practices standardized by the PMO during project planning, preparation, and execution. Key Success factors of PMO. There are many critical success factors that influence the success of a PMO. Here are some key success factors that are worthy of discussion. Support from the executive team PMO stakeholder buy-in Areas of responsibility and competencies Building trust Identify reasons for resistance Be a partner with the stakeholder Recording progress Transparency within the company Appropriate communication Taking one small step at a time The Business Benefits of PMO. For any Program Management Office, it is extremely important that you are able to show how your PMO delivers tangible and meaningful business benefits. Here are five of the most important: Align the portfolio of projects with an eye toward future strategy Deliver programs on-time, within budget and according to scope Understand the linkages and dependencies between various projects in the portfolio Improve communication within the program team among all stakeholders Increase the awareness of the value of the PMO and Project Portfolio Management process To achieve this you not only need good people, good processes, but also supporting technology. It's quite amazing to see nowadays so many PMOs are still trying to manage project selection, prioritization, resource capability planning and deliverables via error prone spreadsheets. Why Project Management Software? Teams that have to handle multiple projects can't rely on their memories to keep them all organized. And trying to keep everything together in email is a recipe for disaster. To deliver projects on time and within budget, information needs to be written down, deadlines plotted, and documents shared. Team members need to be in constant communication with one another. That's the kind of information that quickly outgrows email threads and spreadsheets. When your team needs to get serious about managing projects, the solution is to get project management software. If your teams juggle deadlines, resources, and deliverables, they need a dedicated project management tool, Visual Paradigm can help keep your project management teams stay on track in the projects. Project Management Challenges. Hard to get project started and well managed. It involves a lots of upfront investment, trainings and additional resources. Staff do not have the confident or enough maturity to properly kick start business project initiatives. The deliverables of the IT projects didn't align with business goal and objectives. As a result, the proliferation of many different but isolated and ad-hoc initiatives are developed randomly without following any guidelines, standards or procedures. Produce the deliverables required by a standard is often tedious and very time consuming. One-size-fit-all solution, process, tool or software is often not efficient for dealing with different sizes or complexities of projects. Visual Paradigm Solution. Visual Paradigm's s unique Guide-Through Process provides all the instructions, samples, steps, input references for performing analysis, and incrementally developing, classifying and achieving deliverables automatically in a documentation repository. The Guide-Through Process provides step-by-step path for you to navigate back and forth within each development phase and to traverse around different phases using the process navigator. The progress indicator let you know exactly where you are and what need to be done in the next steps. Follow the well tested project management process (compatible with PMBOK®, PRINCE and ITIL) with easy visual modeling language support, enables stakeholders from different domains (project owner, business analyst, enterprise architect and IT professionals) to collaborate easily and effectively. Follow the auto guide-through process, all the information filled, diagrams drawn and analysis performed will be summarized into nicely formatted deliverables. Project Management Guide-Through include an "Identification" phase to determine a project's complexity for adopting the most suitable process scheme. Now your team can kick-start any size of IT projects easily with our automated guide-through process that embedded step-by-step instructions, input references and samples and develop deliverables incrementally and collaboratively with your team members. Visual Paradigm can significantly enhance and streamline the entire process and allowing your term work collaboratively and effectively with automated task management and notifications with task manager in both desktop and/or over the cloud environment. Previous Slide◀︎ Next Slide▶︎ The Project Management Lifecycle. There are five phases in total. The Project Management Lifecycle. There are five phases in total. Each of the project phase consists of a set of activities. These are the activities involved in the Identification phase. Each activity consists of a set of steps required to perform. There are instructions that teach you how to complete the steps. Besides instructions, you can also get help by reading the samples we provided. Learning is not needed! Some activities require you to fill-in forms in order to produce deliverable. This screen shows the entering of customer details, in Project Charter. Some activities require you to draw diagrams. Like this one, it requires drawing an organization chart to representing the organization's reporting structure. Draw an Enhanced PERT Chart to represent the project schedule and the inter-dependencies of tasks. Use an RACI chart to represent the responsibilities of different project stakeholders. Draw a Work Breakdown Structure to represent the structuring of work as well as to derive and obtain a list of work packages. Project Management Repository is where deliverables being archived. While deliverables are automatically archived, you can also put a file into a drawer (in the Architecture Repository) manually. Related Links. Professional Project Management tool that supports PMBOK® Try Visual Paradigm FREE Turn every software project into a successful one. Try Visual Paradigm Free We use cookies to offer you a better experience. By visiting our website, you agree to the use of cookies as described in our Cookie Policy. OK @2022 by Visual Paradigm. All rights reserved. Legal Privacy statement
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                            [body] => Why Have a PMO? Definition, Advantages and Added Value of a Project Management Office (Update 2021) 0 By Johann Strasser on 4. February 2021 PMO Many companies operate a project management office (abbreviation PMO) already. Yet, only very few of them have reached a state with which they are satisfied. No wonder, since merely setting up a PMO and letting it operate will not lead to sustained success. On the other hand, the companies without a project management office are wondering about the benefits of a PMO or are looking for clear arguments to convince decision-makers. This series of articles is meant for both groups, with and (still) without a PMO. In this series including many practical tips, you will learn what you should know about setting up and improving a project management office. This is the first page of a series of articles. If you are new to the topic, it will provide you with the PMO definition and a few basic answers to these frequently asked questions: PMO – what is that? What is the difference between PMO and Project Office etc.? Why have a PMO? When does a PMO make sense? What added value does a PMO provide? What constitutes a good PMO? At the end of the article, you will find links to further articles in the PMO series. Let us begin with the definition and the distinction from the Project Office etc. After all, there is a lot of confusion about these. Read article in German   PMO Definition . A PMO is a centralized, permanent organizational unit that is responsible for handling multiple projects (multi-project management) for an entire company or department within the company. Its responsibilities may include, for example, training, project services, methodology, processes, and PM tools. It may also have strategic duties, such as providing assistance in project portfolio management. Distinction of PMO from Project Office, Program Office, and Project Assistance. Responsibilities Lifetime Project Management Office (PMO / sPMO) Entire multi-project environment of a company or a department within the company Strategic PMO (sPMO) helps with the control of the portfolio, prioritization and strategy Designed for the long term Project Office (PO) Implementation of ONE big project Corresponds to a slightly more developed project assistance Only for the duration of the project Program Office (PrgO) Optimization of a program consisting of several projects dedicated to a common program objective Only for the duration of the program Project assistance Support with operational and administrative tasks to reduce the workload of PMO, PO, PrgO Dependent on assignment   Several PMOs, POs and PrgOs – enterprise-wide, department-wide and for individual projects and programs Companies running multiple projects involving various departments having interdependencies often have several PMOs (see graphic). Each project management office is responsible for the project management methodology and processes in their respective department. A PMO is traditionally part of an R&D department. Its goal is to better manage the development projects. IT departments often have a PMO as well, and this project management office works to ensure the success of IT projects. In sales and marketing departments, you will find project management offices more rarely. Often elements of projects vital to the company’s mission, such as R&D projects or IT projects, are handled here. In addition, there is sometimes also a strategic PMO with cross-departmental responsibilities. This project management office is linked to top management and may have broader responsibilities, such as those involving portfolio management and strategic implementations. Why Have a Project Management Office? When Does a PMO Make Sense? Experience has shown that having a centralized project management office is especially helpful in situations where: You need to manage numerous projects You have to coordinate resources involving various departments Reliable and up-to-date information is what you require for making decisions Your projects are happening in a variety of departments, but are interdependent and possibly have an international setup You need their ability to make decisions quickly because you are working in a dynamic environment Your reporting requirements are constantly growing because increasingly more people want more specific information Project expenses are becoming a more critical issue You need to determine the projects’ priorities and strategic contribution and take these into account A project management office should be positioned in the company’s upper echelons. This has several advantages, among them that the right project-related information reaches top management and the key decision-makers. Vice versa, it also helps ensure that the demands of the key decision-makers are communicated to everyone involved in, and affected by, the projects. The appropriate roles, processes, and tools must be implemented to ensure that this happens. The project management office ensures that the processes for obtaining information in the multi-project environment function properly The number of team members work in the project management office depends on the size of the project environment and the scope of its activities. What Added Value Does a PMO Provide? The PMO’s mission is to improve the processes in a multi-project environment. However, what is actually considered an improvement varies from company to company. So, the benefit of having a project management office is best described as: “The PMO should give every stakeholder in a mult­i-proj­ect environment the reassurance that everything is under control.” (Johann Strasser) Click to tweet The project management office thereby provides a degree of satisfaction in the multi-project landscape that would not exist without its efforts. Here is a list of the possible arguments for having a PMO and the added value it provides. These give the stakeholders confidence in the success of the projects. Every project has a strategic focus (prerequisite: the project management office has a say in strategic issues related to the project) Every project is managed successfully (a legitimate demand, but one that is not always possible for every project) A greater degree of maturity in the company’s project management (through various measures for everyone involved in projects) Maximized project performance (i.e. R&D projects completed in a short time frame, which can provide a clear competitive advantage in many industries) Optimized use of resources (making the best possible use of the available staff resources when resources are scarce) Fewer missed deadlines, cost overruns, and excessive use of resources (for example, by providing the project manager with support in the form of training and methodology) Fewer project risks (for example, through lessons learned and a greater awareness of project risk management) Maximizing the company’s success via its ongoing projects What Constitutes a Good Project Management Office? A good project management office ensures that projects in a multi-project environment run as smoothly as possible. PMOs that can be classed as top performers are much better at providing the necessary framework for projects than low performers. This means they manage to meet deadlines, budgets and quality requirements much more often. The PMO Study 2020 conducted and published by TPG in the German-speaking countries revealed that top performers, by comparison, have significantly fewer problems with: Clear definition of scope and objectives Effort estimation Qualifications of employees Suppliers Projects that are destined to fail from the start On the other hand, the first two points are the main reasons for unsuccessful projects for both low and high performers (see chart below). Reasons for unsuccessful projects by top, high and low performers (source: PMO Study 2020 by TPG, n=330) Special Download: 10 Reasons why a PMO is important (PDF file) Please fill in the form. * Required Fields  |  Data Protection This form is blocked by your cookie settings to our website. Please click here and select at least the marketing cookies. Then this form will be visible. Thanks a lot. Note: If you are looking for external support, you will find PMO consulting here as well as a method for PMO setup in 99 days. Conclusion and Additional Articles Related to the Project Management Office . You are now familiar with the definition of project management office and know where the differences to other entities lie, e.g. project office, program office or project assistance. Furthermore, you have learned when and why you would need a project management office and what added value it can provide. You also know what distinguishes a good PMO, i.e. a top performer, from one at a lower development level. Now, it is time to delve into the complementary subject areas. For this purpose, you will find links to the other articles in our series below. PMO Functions – What are Typical Areas of Responsibility of a PMO? 10 Vital Success Factors for a PMO How to Successfully Establish a PMO in 4 Simple Steps (+ Download) PMO Reports for Project and Portfolio Management How to Create KPIs for the PMO – Using KPIs to Document PMO Success Why Projects Fail and How PMOs Can Prevent This PMO Benefits – Maximizing the Advantages and Acceptance Why Agile PMOs Are Comparable to Hummingbirds PMO Interview on the COVID-19 Crisis & the Future Hold for Working from Home What are the reasons why you are still without a project management office or why the latter is not working as well as you would imagine? We look forward to receiving your comment below. Johann Strasser ertified engineer, has been a managing partner at TPG The Project Group since 2001 After many years as a development engineer in the automotive and energy sectors, Johann Strasser spent a decade as an independent trainer and consultant in the field of project management. During his tenure, he also served as project manager for software projects in the construction industry and provided scheduling and cost management support for large-scale construction projects. At TPG, he applies his expertise in product development and consulting services for international clients. His special focus is on PMO, project portfolios, hybrid project management, and resource management. For many years now, he has shared his knowledge through presentations, seminars, articles, and webinars. Read more about Johann Strasser on LinkedIn and XING. Achim Schmidt-Sibeth Senior Marketing Manager   After earning his engineering degree in environmental technology, he gained many years of experience in project management through his work at an engineering office, an equipment manufacturer, and a multimedia agency. Achim Schmidt-Sibeth and his team have been responsible for marketing and communication at TPG The Project Group for many years now. Read more about Achim Schmidt-Sibeth on LinkedIn or XING print this article. Share. Xing Twitter Facebook Google+ Pinterest LinkedIn Tumblr Email Related Posts. 5. August 2021 6 PMO Reports: Examples of Project and Portfolio Management Reports. 15. July 2021 0 Enquête PMO 2020 : conseils avisés pour réussir dans le monde des projets. 24. June 2021 2 10 Vital PMO Success Factors – Checklist for PMO Setup.
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                            [body] => The PMO your key to strategy execution and results delivery. Tweet Conference Paper PMO, Strategy 5 May 2014 Aziz, Emad E How to cite this article: Aziz, E. E. (2014). The PMO: your key to strategy execution and results delivery. Paper presented at PMI® Global Congress 2014—EMEA, Dubai, United Arab Emirates. Newtown Square, PA: Project Management Institute. Read More About the PMO. Strategic PMOs enable strategic change in organizations. Check out the Project Priority Index Workbook to see all the resources PMI has to offer PMOs.  View Workbook   President and CEO, BRISK Business Inc. Abstract. “Eight months ago we hired a couple of guys, promoted one of our Lead Engineers, and setup a PMO. It hasn't been delivering anything you know…” Here is a statement that is becoming increasingly familiar in many parts of the world, and across various industries. While multiple stakeholders and decision makers are coming to realize the importance of the PMO, many are under the impression that the setup and running of a PMO is as easy as taking the decision and hiring the right resources—what we call the “Plug and Play” syndrome. This paper provides a clear understanding of key best practices in contrast to common pitfalls, enabling application across various organizations and industries based on the latest editions of the Project Management Institute's (PMI) standards: The Standard for Portfolio Management – Third Edition, The Standard for Program Management – Third Edition, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, and Organizational Change Management: A Practice Guide. Introduction and Background. “Eight months ago we hired a couple of guys, promoted one of our lead engineers, and set up a PMO. It hasn't been delivering anything, you know…” Is a statement that is becoming increasingly familiar in many parts of the world, and across various industries. While multiple stakeholders and decision makers are coming to realize the importance of the PMO, despite its variant forms (Portfolio Management Office, Program Management Office, and Project Management Office), many are under the impression that the set up and running of a PMO is as easy as taking the decision and hiring the right resources – what we call the “Plug and Play” syndrome. Throughout our interventions, we have also encountered multiple situations where PMOs are misunderstood, under-powered, or underestimated, yet on the other hand, executives usually suffer from their organizations’ lack of capability to deliver and execute strategy. Misconceptions of the requirements of setting up PMOs, their roles, how they should integrate and interface with the rest of the organization, their governance, and working mechanics are commonplace in organizations that are striving to achieve Organizational Project, Program, and Portfolio Maturity (OPM). This paper is an attempt to clarify all of the above, starting with different types and roles of the PMO, the requirements of designing and setting up a PMO, aligning and integrating the PMO within the organization, the required levels of responsibility, authority, empowerment, and governance, and best practices in the PMO's working mechanics. The Project Management Institute (PMI) elaborates on all the above in the latest editions of its standards: The Standard for Portfolio Management – Third Edition, The Standard for Program Management – Third Edition, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, and Organizational Change Management: A Practice Guide. The paper addresses best practices in contrast to common pitfalls and malpractice. The paper gives session attendees and readers a clear understanding of key points under every title, enabling them to create a list of actions that they can apply in their organizations. The Types and Roles of the PMO. For the past fifteen years, the concept of PMO has been gaining popularity across multiple industries and types of organizations in different parts of the world. From 2000 to 2005, PMOs in the Middle East were only common to large, multinational firms. From 2005 onwards, the concept started spreading into local organizations, but was largely associated with the Construction, Information Technology, or Telecommunications industries. It is only over the last five years that the Middle East has come to grips with the importance of the PMO and its relevance to virtually all sectors, whether private or public, government, or not for profit organizations. Yet the disparities in understanding what a PMO is and what it can and should do for an organization are extensive. Although we have witnessed a growing interest in the concept and its applications, we have also witnessed significant struggles in evolving from lower to higher levels of maturity.   Exhibit 1 – Noted growth in awareness of the significance of the PMO in the Middle East.   Exhibit 2 – Adopters of PMO by sector in the Middle East. In this section of the paper, we start by creating a common understanding of the correct types, roles, and taxonomy for the PMO by referencing the latest standards of the Project Management Institute (PMI®): The Project Management Office: In A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, the Project Management Office (PMO) is defined as “a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques” (PMI, 2013a, p. 10). PMI mentions that “a primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to: - Managing shared resources across all projects administered by the PMO; - Identifying and developing project management methodology, best practices, and standards; - Coaching, mentoring, training, and oversight; - Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits; - Developing and managing project policies, procedures, templates, and other shared documentation - Coordinating communication across projects.” (2013a, p. 11) This form of PMO is common, often referred to as the Project Management Unit (PMU); incorrectly as the Project Management Team (PMT); or, if performed by an external organization, also called the Project Management Company/Contractor (PMC). Its role is to basically provide needed support to one or more projects. This type of PMO can be found within a specific department for the purpose of a single project, or it may be established as a separate entity within the organization, though not at senior/executive levels. This PMO would cease to exist once the project it supports ends. It is worth noting that although the PMO ceases to exist for the purpose of the project for which it was set up, its members and infrastructure may amalgamate to serve another project, as yet another PMO. The latter situation is especially tricky and risky, whereby the ‘new’ PMO may shift projects without the adequate changes done to the PMO's constituents enabling it to cater to the new project, and rendering it an attempt at ‘one-size-fits-all’ project management. The Program Management Office: In the most recent edition of The Standard for Program Management – Third Edition, PMI views the Program Management Office as, “The organization responsible for defining and managing the program-related governance process, procedures, templates, etc. supporting individual program management teams by handling administrative functions centrally, or providing dedicated assistance to the program manager” (2013d, p. 48). It also clearly identifies that the “role of the program Management Office is to support the program manager by: - Defining the program management processes and procedures that will be followed, - Supporting the management of the schedule and budget at the program level, - Defining the quality standards for the program and for the program's components, - Supporting effective resource management across the program, - Providing document and configuration management (knowledge management), and - Providing centralized support for managing changes and tracking risks and issues In addition, for large and intricate programs, the program management office may provide additional management support for personnel and other resources, contracts and procurements, and legal or legislative issues.” (2013d, p. 13). As evident, this type of PMO would serve multiple projects under the same program. It is typically incorporated within the organizational structure of a program. Its placement and ‘seniority’ within the organization is contingent on the seniority and significance of the program it supports, possibly also at the level of the organization to which its manager reports (Director, VP, CEO, etc). In practicality, the seniority, influence, and control can be apportioned to the size of the portion of the balance sheet of the organization that the PMO is addressing. Nevertheless, the span of influence and control of this type of PMO is limited to the scope of the program it supports, and although some programs can span many of years, the PMO ceases to exist once the program it supports is closed, either for delivering its expected benefits, or is terminated. Again, one common pitfall we have witnessed in our engagements is that the Program Management Office serving one program is simply ‘transferred’ to serve another program within the organization, bringing with it the same threats of lack of suitability as those of the amalgamated Project Management Office listed above. In the case of a Program Management Office, the size of the investment in human resources and infrastructure is by nature greater than that of a Project Management Office due to the magnitude, complexity, and longevity in a program compared to a project. One simple problem is that much of this investment may not be needed in the second program, while other investments may be required to see that the program successfully delivers its anticipated benefits. Moreover, the ‘transferred’ Program Management Office tends to sit on its laurels when coming from a successful program, one key reason for failure as the members of the PMO tend to become less diligent in their practices. In practice, though not stated in the standards examined, it is very difficult if not impossible for a program to exist and deliver its anticipated benefits without the existence of a program management office to support and serve it. We advocate that the success of the program is highly dependent on the maturity, effectiveness, and performance of the PMO, based on previous experience and research. The Portfolio Management Office. PMI elaborates the role of the Portfolio Management Office in The Standard for Portfolio Management – Third Edition. It is noticeable that in this publication, the description of the role of the PMO is the most extensive of all three. The standard delineates the role of the PMO to be one that: “coordinates the management of its assigned portfolio components. The responsibilities of a management office can include the following: - Provide project or program support functions - Manage day-to-day operations of the system or systems that support portfolio management, and - Resource and directly manage a portfolio component or category of portfolio components” (2013c, p. 18)) PMI advocates that it is the PMO's responsibility to centrally manage and coordinate “the portfolios that lie in its domain,” and that ‘the responsibilities of this office may range from providing portfolio support functions to actually managing the portfolio” (2013c, p. 18). It is also part of the PMO's role to “recommend the selection, termination, or initiation of actions necessary to ensure the portfolio remains aligned with the organization strategic objectives” (2013c p. 18). The standard lists the following activities as part of the role of the PMO: - “Aggregate and provide performance results to the portfolio components - Define portfolio management methodology, best practices, and standards, for use as guidelines while formulating the methodology and standards for project and program management - Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs - Define a portfolio management strategy - Provide portfolio oversight and manage the overall portfolio value, and - Identify risks, analyze risks, and plan risk responses at a portfolio level” (2013c, p. 18). - “Managing portfolio components, supporting component proposals and evaluations, facilitating prioritization and authorization, and allocating resources in alignment with organizational strategy and objectives - Developing and maintaining portfolio, program, and project frameworks and methodologies, – Providing project and program progress information and metrics reporting to the portfolio governance process - Negotiating and coordinating resources between various portfolio components or between portfolios - Assisting with risk identification and risk strategy development and communicating risks and issues relate to portfolio components - Coordinating communication across portfolio components - Developing and improving templates and checklists - Monitoring compliance to policies - Providing knowledge management including lessons learned - Developing and conducting training and mentoring human resources in portfolio management skills, tools, and techniques.” (2013c, p. 17-18) This is the type of PMO that is closest to best-fitting the purpose of strategy execution and delivering results. The Portfolio Management Office exists as long as the portfolio exists, and a portfolio exists as long as the organization exists, in the sense that it does not have a specific start and end as does a program or a project. This type of PMO is normally equipped with the staffing, processes, methodology, governance and infrastructure that is capable of supporting multiple programs and projects simultaneously. Not only that but the Portfolio Management Office serves a greater purpose: it can easily bring programs and projects back into alignment with the organization's strategy, and even terminate those that appear not to serve the strategy. One common pitfall that we have witnessed across multiple organizations is the set up and deployment of a Portfolio Management Office followed by the set up and deployment of a number of project and program management offices throughout the organization. This leads to the immediate fragmentation of program and project management responsibility and a turf-war around ownership. Think of it this way: the Portfolio Management Office wants to instill governance, and shutdown and initiate/authorize programs and projects, while the program management office wants autonomy, because they believe they have a better understanding of their program and its contribution to strategy. As a best practice, the Portfolio Management Office is most effective when setup as a Tier-Four PMO (see below).   Exhibit 3 – Different types, levels, and spans of control of management offices. In conclusion, though the term PMO applies to more than one organizational setup, it can be derived that the role of the PMO is evolutionary in that it operates at multiple levels, depending on the maturity of the organization. We examine such evolution below: Tier-One PMO: The supportive PMO “Provides assistance, support, tools, templates, and guidelines of project management to project management teams, provides status reporting and configuration management” (PMI, 2013a, p. 11). It does not manage or control the project and has a purely consultative role. Tier-Two PMO: A Tier-Two PMO performs the functions of a Tier-One PMO, as well as coordinates project resources; develops methodology, practices, standards; supports a centralized repository; coordinates project communications; mentors and coaches project managers; centralizes monitoring and project control; and centralizes project operations. It also provides assurance to senior management that projects are compliant to standards and procedures and acts as a formal and structured governance body. It may allocate project and program managers to projects and programs respectively. It consolidates performance information and reports to senior management. Tier-Three PMO: A Tier-Three PMO performs the functions of tiers one and two, is usually enterprise-wide and is situated in the organization at a senior level, independent of individual projects/programs/departments. It functions at the portfolio level and directs and manages projects and programs ensuring they are aligned to the organizational strategy and will deliver anticipated benefits. It has the freedom and autonomy to make decisions on projects, programs, and even portfolios, all in favor of strategy execution and delivery of change. In performing its duties, the PMO may advise senior management at the business strategy level.   Exhibit 4 – Comparison among the 3 tiers of PMO. Portfolio and Program Governance through the PMO. One core function in a Tier-Three PMO is the performance of portfolio and program governance. According to The Standard for Program Management – Third Edition, “Effective governance helps ensure that the promised value is achieved as benefits are delivered” (2013d p. 41). The PMO may or may not incorporate the Governance Board, based on the requirements of the organization. While the role of the Governance Board is to steer and direct the portfolio and its constituent programs and projects, the role of the PMO is to fully support that process through the creation of decision-making mechanisms and assigning decision-making authority and accountability, as well as to ensure governance tools, techniques, and processes are in place and users are well trained and capable of using them. Governance decisions may include new project proposals and the processes for their evaluation, approval, prioritization, and rejection; decisions on changes to current projects, programs, or even portfolios; and suspension or termination of current projects and/or programs if the goals and objectives for which they have been undertaken cease to exist, or if the strategy or its priorities change. Resource planning and allocation to meet strategic objectives is also a function of governance. Ineffective Forms of PMOs. While ineffective cases have been addressed above, in this section we further provide a review of the different types of organizational setups we have examined and worked with and the extent to which each of them had contributed to the delivery of results and realization of strategic benefits. While some of the examples below may be effective in performing other roles, our conclusions are derived solely based on each model's ability to execute strategy and deliver results: (a) The multi-PMO organization: In some organizations, multiple PMOs are formed. One of the most common cases where such practice is undertaken is when an organization would be performing a number of large, complex programs all at once and each one would require a Program Management Office of its own to support it. Other cases adopting this model is when an organization decides to build a PMO within each of its departments performing projects.The advantages: Each large, complex program—or each department—will have its own “center of excellence” dedicated to serving it. It will apply the standards, tools, techniques, and practices highlighted in PMI's standards to the programs and projects, and will provide much needed support to the program managers or project managers encompassing all management processes and areas of knowledge.The Disadvantages: Because of the number of PMOs, the organization may struggle with consistency across the different programs, projects, or departments. In this setup there would not be one single entity accountable for delivering change and executing strategy. Responsibility would be fragmented among the multiple PMOs and in extreme cases this may go as far as creating unnecessary rivalry and conflict amongst the PMOs, in addition to the power struggle mentioned earlier, which in turn becomes prohibitive to execution of strategy and delivery of results. (b) The Supportive PMO: This, by definition, performs the role of an internal consultant to projects “by supplying templates, best practices, training, access to information, and lessons learned” (2013a, p. 11). Supportive PMOs have a low degree of influence and control over projects.The advantages: While obvious from the definition of their role, the advantages of these types of PMOs are limited to having an in-house, dedicated consultant (or consulting organization) that basically provides information, global best practices, and artefacts to projects. When well equipped, the PMO will diligently research, identify, adopt, and apply all such artefacts, providing a continuous improvement platform for the practices and practitioners in the organization, when, if applied thoroughly (note that this is not within the control of the PMO), will increase the competitiveness of the organization.The disadvantages: Such PMOs lack the empowerment to deliver. They also lack the ability to influence or control projects, let alone the organization. This setup will not be able to deliver change or strategic benefits due to the inherent limitations in authority. Once they have stopped curating best practices, their roles become redundant. Many organizations cannot justify the cost of such a PMO after they have provided the initial setup of methodologies and processes. (c) The Controlling PMO: As described by PMI in the PMBOK® Guide – Fifth Edition, the Controlling PMO provides support and requires compliance, “by adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance”(2013a, p. 11). This gives it a policing role in the organization.The advantages: In addition to those of the supportive PMO, this setup provides the organization with assurances of consistency, telling senior management whether or not the organization is performing their projects the right way. It also provides consistency and visibility across all projects and programs. The disadvantages: The drawbacks are still the same as the supportive PMO: it simply does not have the power, authority, resources, or ability to deliver change or execute strategy. Moreover, because of the nature of its role, this type of PMO will struggle with resistance from project managers as well as teams performing the work on the projects. When projects fail, the blame is usually bounced between the PMO and the project teams, each accusing the other of the reasons for failure. (d) Departmental PMO: As opposed to the Multi-PMO organization, this is a case where a PMO is set up within a specific department, delivering projects and programs that are within the domain of its host department, for instance, an “IT-PMO” or a “Design-PMO.”The advantages: Combined advantages expressed elsewhere, in addition to building the capabilities of the department to deliver projects.The disadvantages: This type of PMO is influenced and tightly constrained by the work of its host department and the leadership of that department. It does not typically have the authority or ability to influence the organization or perform duties as required outside of the department, even if it possesses a very high level of maturity. While this PMO will deliver the projects of the department, it will not have the ability or influence to deliver the strategy of the organization at large. Once matured and performing, the departmental PMO struggles to integrate with the rest of the organization, as its maturity surpasses its peers. (e) The Halo PMO: The Halo PMO may also be identified or labeled as the “Technical PMO.” This setup occurs when senior management ‘promotes’ its best technical expert into a PMO management role, and staffs and sets up the PMO accordingly. This also applies when the organization chooses a member of senior management who is not knowledgeable, certified, and well-versed in Portfolio, Program, and Project Management to lead their PMO. This is a very common—though very dangerous scenario, as explained below.The advantages: None except for the motivational impact on the resources promoted/selected.The disadvantages: The PMO is staffed and operated based on strong technical knowledge in one or more areas of application or in general management skills, but in many cases the importance of project/program/portfolio management knowledge, experience, standards, and methodology is undermined or seen as of secondary or lower significance and importance. This leads to the PMO transforming itself into a technical office (and eventually entering into conflict and power struggles with the technical office where one originally exists) as opposed to being a project management center of excellence. Any change initiatives, or strategic objectives that do not resonate with the technical background of the PMO are likely to be side-tracked, ignored, or not delivered entirely. In short, this is a clear manifestation of the Halo effect, whereby the organization would lose one or more of its highly-skilled technical resources and gain an incompetent PMO.   Exhibit 5 – Most common causes of PMO failure. What type of PMO can Deliver Strategy and Results? The PMBOK® Guide – Fifth Edition states that “The specific form, function, and structure of a PMO are dependent upon the needs of the organization that it supports” (2013 a, p. 11) For the purpose of this paper, we identify such needs of the organization are (a) Execution of Strategy and (b) Delivering Results and Change, both seeking to take the organization from an ‘As-is’ status quo to a desired ‘To-be’ state. PMI's, Managing Change in Organizations: A Practice Guide states that strategic planning “can no longer be an annual, top-down process, [and that] organizations need to embrace and adopt change in their strategy to compete and to ensure long term success” (2013b, p. 9). The practice guide further specifies that “Organizations need to react to change internally with the same intensity as they react to changes in their external environments” (2013b p.9). Put in context, this presents organizations with significant levels of complexity. In the past, organizations would conduct their strategic planning once and strive to deliver the constituents of that plan for the rest of the year while maintaining focus on business as usual. The new (or rather current) approach to strategic planning requires organizations to be more flexible and agile in their formulation and delivery of strategy. Influencers from outside or inside the organization can emerge at any time, requiring attentive response and immediate action. The challenges associated with strategy formulation are not part of the scope of this paper, but the challenges associated with the responsiveness to such changes and the ability to create, terminate, suspend, or change projects and programs are, and we advocate that they are best addressed through a centralized, accountable, and authorized PMO. Exhibit 6 – Traditional approach to strategic planning.   Exhibit 7 – Contemporary approach to strategic planning The following exhibit is excerpted from Managing Change in Organizations: A Practice Guide, demonstrating the relationship between strategy, change, and projects (whereby the boxes labeled XXX represent projects and programs) in taking organizations from As-is to To-be (2013b, p. 45): Exhibit 8 – Strategy execution and change management moving towards the future state. All forms of PMO examined thus far will contribute in varying ways to the execution of strategy and delivery of results and change, but will not act as the vehicle for doing so. For that purpose, we are of the belief that yet another type of PMO is needed. One that builds on the logic of Tier-One through Tier-Three, and is not handicapped by the disadvantages listed in the previous sections of this paper: Tier-Four PMO: The combination of all the above roles in a Portfolio, Program, and Project Management Office, PPPMO or P3MO, we will continue to label ‘PMO’ for convenience. This model has been deployed in various organizations and has performed effectively in being a vehicle for the execution of strategy and delivery of change. It must possess a highly advanced level of maturity. It needs to perform multiple roles effectively and in an integrative manner, thereby creating vertical synergies between the organization's strategy, portfolio, programs, projects, as well as interface with any and all corporate systems.   Exhibit 9 – The role of the Tier-Four Portfolio, Program, and Project Management Office. Although not explicitly labeled a Tier-Four PMO, the description given by Paul Jones, head of PMO, Fujitsu UK & I on “The Work of the PMO,” as part of the New York Times interviews series on the PMI YouTube Channel, is aligned with our conclusion: A PMO will give you the ability to look across all your projects and programs and give a common language and a common way of reporting and…judging success or failure. And that enables senior management to make decisions of whether to stop a project, to continue and spend more money on a project, [or] to implement change to that project or program. PMOs are sitting at the center of project delivery; they are the heartbeat of projects and programs. He added that: “The PMI Pulse of the Profession™ clearly identified investments in project methodology and standards and investment in the people that deliver them as key differentiators between high-performing and low performing organizations in terms of project delivery.” This highlights the role of the PMO as the core manifestation of such investments whereby they would materialize in the form, proceedings, and role of the PMO. This must be separated from the investments made in individual portfolios, projects, or programs. Investments in the PMO and its constituents are allocated to project and program budgets as overheads. Paul Jones further explains that “PMOs can help in taking the risk out of deliveries by giving the executive board a view of exactly what is going on across your projects and programs, across your portfolio and also helping to support project managers in their delivery,” which is again another role that we believe is key for the execution of strategy: that the PMO supports and takes over delivery of the projects and programs. So far we have only addressed one side of the equation: the PMO. The second component that needs to be addressed is strategy. The body of knowledge around strategy formulation and strategic management is extensive, encompassing different approaches, different schools, and different ways of addressing the matter. However, our research and practical experience reveal that strategy can only be implemented through initiatives that are temporary and deliver a unique set of outcomes. Hence, such initiatives qualify as projects. Furthermore, sometimes it is better to manage a group of strategic initiatives together, and hence increase benefits and/or control (and hence programs). All initiatives have an inherent level of risk. Therefore, project and program management are essential to the execution of strategy, and hence, the only means of delivering strategic objectives, results, and change is through projects and programs. Establishment of a PMO will instill a structured and formal governance process in organizations that did not previously have them, as well as enhance governance in organizations that did. This, in turn, generates higher benefits, higher degrees of discipline, understanding, and professionalism within the organization. These are all key ingredients to the successful execution of strategy. This form of PMO should be directive. It should be able to control the programs and projects by directly managing them. The structure of the PMO should be that individual functions compose: Delivery, Control, and Governance. The following Exhibit provides a conceptual explanation of the proposed structure:   Exhibit 10 – Tier-four PMO proposed functional structure. The degree of control provided by the PMO should be high, and it requires the capability and authority to perform the following activities, all in the best interest of the organization:   Exhibit 11 – The role and functions of a tier-four PMO Requirements of designing, setting up, aligning, and integrating a PMO. Building a successful PMO must start with a clear understanding and definition of what a PMO can and should do for the organization. Yes, the PMO will execute strategy and deliver results, taking the organization from the As-is state to the To-be state, but that is what you understand and believe in, not the rest of the organization. Before starting to design and set up the PMO, you need to ensure that all stakeholders are cognitive of (a) the importance of the PMO (b) the role of the PMO and (c) what to expect from the PMO – what it will and will not do. (1) This means that your first and foremost requirement is to manage the expectations of all stakeholders 360°, including senior management, decision makers, project managers, project team members, functional heads, and anyone who will have positive or negative influence on the PMO, or who will benefit or be adversely impacted by its setup, even if such impact is merely an expectation. One of the most useful tools is establishing the vision and strategy for the PMO. The vision should be flexible, concise, and thoroughly describe what the final result will be. Involving as many stakeholders as possible in formulating the vision will warrant buy-in, commitment, and support. The strategy of the PMO must address the organization's key success factors. It must ensure the PMO is defined and structured to support and enhance the organization's current direction, while being agile enough to accommodate to future changes. Many practitioners fall into the trap of wanting to set up a PMO that has a high degree of maturity, and then force the entire organization to change to accommodate it—a guaranteed path to failure. (2) Prepare a plan for the PMO establishment to guide its execution: This is best done in alignment with the processes, addressed in The Standard for Program Management – Third Edition, to ensure the plan includes things like: Transition plan, benefits (of the PMO) management, stakeholder engagement, power shifts, definitions of roles and responsibilities, and definitions of how implementation will be monitored and controlled. In short, treat the setup of a PMO as you would a project, using the PMBOK® Guide – Fifth Edition and the Managing Change in Organizations: A Practice Guide as references. The use of a steering committee composed of representatives from various areas of the organization would help provide further alignment of the PMO with the organization's strategy, and ensure that it has the needed support at the highest levels from the onset. (3) Establish implementation priorities: the PMO will need time to grow and mature its processes and strategic position in the organization. The PMO's initial focus should be on the programs and projects that contribute the most to organizational strategic directives. (4) Conduct a pilot roll-out: select strategic objectives that can be used to help develop and test-drive PMO methodologies and processes, and invoke the processes to select, prioritize, manage, and deliver projects that contribute to the achievement of the selected objectives. Remember this is a pilot, so the goal is to make sure everything is working properly and make changes as needed. (5) Conduct the full-fledged roll-out of the PMO, migrating programs and projects, and articulating strategic objectives to identify, and start performing the roles described above. (6) Allow for a period of performance by the PMO, typically three months, and then perform a performance audit to examine whether what was developed worked or not. The Exhibit below describes our suggested process: Exhibit 12 – PMO design, deployment, integration, and transition process. Operational Requirements. For a PMO to operate effectively, it requires that certain operational elements are in place. Of the most controversial are the Project/Program/Portfolio Management Informations Systems (PMIS) and their components. The PMO must be equipped with a comprehensive end-to-end solution that improves data collection, storage, access, analysis, and dissemination with sufficient roll-up as well as drilldown abilities while upholding project management rigor, methodology, governance, and discipline. The PMO should have the ability to analyze and select software packages that best fit its requirements and those of the organization at large. The tool(s) need to deliver value to all users and not just the PMO, otherwise, only the PMO will end up using them. Yet, the dilemma remains that the PMIS should serve the PMO and not the other way around—many PMOs have limited their ability to deliver to the capabilities of their software packages, falling into the common trap of being controlled by their PMIS and not the other way around. Remember that a successful PMO can exist with basic software capabilities, but sophisticated PMIS do not necessarily mean a competitive or successful PMO. Management Requirements. A PMO of the nature, form, and role this paper is advocating is a significant change to any organization and its culture. There is a crucial need to ensure that the PMO and its operations are supported throughout the organization, not only at the management level. In his interview with the New York Times, Paul Jones states that “sitting in the center means it's not just about reporting up, it's not just about telling the C-Suite about projects that are going well or that there are issues, it has to add value down to the project managers and to the delivery teams. If they do not see the value in a PMO they are not going to support it, they (PMOs) need to get support from all directions, top-down and bottom-up, and really successful PMOs do both, they will look at how projects are reported and how it can influence decisions and the benefits realization to the organization and also how it can support project delivery, reducing the cost of project delivery, helping consistency of project delivery, and also taking the risk out of project delivery.” PMOs cannot be effective without this direct and regular involvement of senior management; unfortunately, many of them suffer the lack of executive involvement, especially in the Middle East. Before exploring the reasons why senior management engagement and support is crucial, it is important to highlight that the responsibility to secure such support lies with the PMO and not the other way around. The leadership of the PMO must be able to demonstrate value to the executive level of the organization. Executive support is crucial to the success of the PMO because: (a) Executives are at the heart of the multi-project dilemma, their supportive engagement is key to resolving resource and priority conflicts. (b) Cross functional executive support is important in that they provide functional resources, expertise, and support management of issues, risks, and dependencies. (c) There can be no meaningful governance without top executive participation Jones, P. (2013, September 20). The work of the PMO: New York Times series interviews. Retrieved on 1 February 2014 from: http://www.youtube.com/watch?v=zNGqidbgKn8 Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author. Project Management Institute. (2013b). Managing change in organizations: A practice guide. Newtown Square, PA: Author. Project Management Institute. (2013 c). The standard for portfolio management – Third edition. Newtown Square, PA: Author. Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author. This material has been reproduced with the permission of the copyright owner. Unauthorized reproduction of this material is strictly prohibited. For permission to reproduce this material, please contact PMI or any listed author. © 2014, Emad E. Aziz, PgMP, PMP, PRINCE2P, CSSGBOriginally published as a part of the 2014 PMI Global Congress Proceedings – Dubai, UAE Advertisement Advertisement Related Content. Conference Paper Change Management, PMO, Strategy 3 June 2021 A Roadmap to PMO Excellence . 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                            [body] => What is a project management office (PMO) and do you need one? Companies seeking more efficiency and tighter monitoring of IT projects are opening project management offices (PMO) in growing numbers. Here’s what a PMO should do, what types you should consider, and who really needs one. By Jen A. Miller CIO Oct 19, 2017 5:22 am PDT Thinkstock A project management office (PMO) is a group — internal or external to a company — that sets, maintains and ensures standards for project management across that organization. They’re the keepers of best practices, project status and direction — all in one spot. “At the end of the day, PMOs are in place to help orgs deliver value to their stakeholders to projects and programs,” says Brian Weiss, vice president, practitioner career development of the Project Management Institute. According to PM Solutions research, 85 percent of companies had a PMO in 2016, up five percent from 2014. They also found that 30 percent of companies without a PMO plan to implement one. The role of the PMO could change as artificial intelligence and digital transformation take hold, but in today’s business climate, here’s what a PMO should do, what types you should consider, and who really needs one. Roles and responsibilities of a PMO. A PMO makes sure company procedures, practices and operations go right — on time, on budget and all in the same way. “PMOs are there to ensure project and program success, and that’s critical because organizations deliver value through projects and programs,” said Weiss. “How they do that depends upon how they’re situated within the organization.” According to PMI’s 2017 Pulse of the Profession, those companies that align their enterprise-wide PMO to strategy had 38 percent more projects meet original goals and business intent than those that did not. They also had 33 percent fewer projects deemed failures.  [ Learn how to decide when to kill (and when to recover) a failed project ] Michael Fritsch, vice president PMO at Confoe, which both provides PMO services and helps companies create their own internal PMOs, says that a good PMO:   Provides tangible, repeatable, long-term benefits to the business Aligns with corporate strategy and culture Is agile enough to adapt as strategy shifts Is a key enabler for the high-performing organization Integrates data and information from corporate strategic projects/supports the balanced scorecard Enables sharing of resources, methodologies, tools and techniques for project success across the enterprise Identifies and develops project management methodology, best practices and standards Coaches, mentors, trains and provides oversight for project managers and staff While all of the above are important, Fritsch says that the last item is also a way for companies to develop talent — even outside of the PMO. “That center of excellence also can be the career path,” he said. “It shepherds folks through career progression.” It’s not uncommon, he says, for project managers to move up to the executive level in a company. This is a key part of retention, too, so that project managers within the PMO don’t see that office as the end point of their careers (and, possibly, a dead end, and leave). For more on establishing a successful PMO, see “How to develop a PMO strategic plan.” Different types of PMO. In order of least support to most support, the three general types of PMO are Supportive, Controlling and Directive. A Supportive PMO is “the kumbaya” kind of PMO, says Fritsch, where a PMO provides help if it’s needed. “Come on in, we’ll give you ideas, give you best practices and you can ignore us completely and we won’t say a thing.” A Controlling PMO isn’t entirely hands off but it’s not a task master either. “It puts in some measure of control of the projects,” said Fritsch. It gives the company templates, procedures and reporting. It’s “that mid-point sweet spot of enforcing some standards, providing all that support, but the PMO is not in charge of everything,” he said, adding that this is the most common type of PMO. A Directive PMO is where the PMO directs project management of the work, support and controls the world, and leaves no space for wiggle room about following the templates, procedures and reporting requirements outlined by the PMO. These are most common in highly regulated, high risk environments. PMOs can be internal or external facing too. Internal PMOs “bridge the gap between teams that are doing agile development and very iterative development,” said Jeff Grieshaber, senior manager at World Wide Technology. They’re also common in organizations that are running large programs in business process transformation. External PMOs have many of the same qualities as internal ones, but are also “really good at communicating with the customers and the stakeholders and product teams that are doing the development of the work that you’re managing,” said Grieshaber. PMOs, like everything, will evolve and change during the digital revolution. Gartner expect the role of the PMO to change because of digital transformation, especially as artificial intelligence becomes more pervasive and takes on traditional PMO functions. By 2030, they predict that multiple PMOs that may now exist within an organization will “amalgamate into one function concerned with change, strategy, project evolution and organization governance,” according to an April 2017 report. Do you need a PMO? The best place to start when considering whether or not you need a PMO is to take a good, hard look at how your company operates and see if different segments of it are already working together across systems and groups in harmony, or if they operate as silos with different systems and don’t often talk to each other. If your company is the latter, then a PMO can help. Also, if you’re about to implement any significant projects or strategy changes — or the strategy you already have isn’t being met, a PMO might be right for your organization. “If you run projects, the projects have a significant level of cost or have significant level of impact, then you can really benefit from PMO,” said Fritsch. “Certainly, the larger the projects, the bigger the budget, the more there are projects, then the more you can benefit from a PMO.” What companies recognize as PMOs today might not be what they see in the future, though. Gartner expects the number of IT PMOs to decline as a result of the digital revolution, though some will transform into change management functions and become part of the C-level strategy function. The analyst firm also expects that, by 2030, partnerships between humans, smart machines and AI will eliminate “some 80 percent of the ‘work’ that represents the bulk of today’s project management discipline, practices and activities,” according to the report. For PMO professionals, that means adapting behavior and practices. For companies, that means embracing changes to the profession for the benefit of their organizations — and their bottom lines. Next read this. 10 IT resolutions for 2022 11 lies CIOs will tell themselves in 2022 IT leaders’ top 15 takeaways from 2021 7 hot IT budget investments — and 4 going cold 7 enterprise architecture mistakes to avoid 13 most difficult-to-fill IT jobs 7 hot digital transformation trends — and 3 going cold 7 IT metrics that matter most 7 toxic team behaviors IT leaders must root out 10 key skills for a successful cloud strategy Related: Project Management ToolsIT LeadershipDigital Transformation Download the Winter 2021 digital issue: Supercharging IT innovation Sponsored Links NETSCOUT Visibility Without Borders keeps you one step ahead by helping you to quickly mitigate cyberattacks and resolve network performance issues. Modernize your security operations with Cisco's XDR approach. The Transformative CIO: How People, Technology, and Innovation Fuel the Modern Enterprise The Akamai Future of Life Online Challenge celebrates innovators and visionaries. Plus, each winner receives an equal share of up to $1 million worth of Akamai solutions. Enter to win here: HPE InfoSight – The Power of the Global Intelligence Engine Lightboard Lenovo Late Night I.T. - Baratunde Thurston hosts a new show where tech insiders tell us what they tell their therapists. Watch now. Reinvent business with Automation- Learn how RPA is transforming the future of work Unsure of how your website ranks in terms of visual media performance? Request your free custom web performance report and learn how you can start optimizing for user experience. Get started with AWS AppConfig
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                            [body] => Project management office From Wikipedia, the free encyclopedia Jump to navigation Jump to search A project management office (abbreviated to PMO) is a group or department within a business, government agency, or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance and metrics on the practice of project management and execution. Darling & Whitty (2016) note the definition of the PMO's function has evolved over time: The 1800s project office was a type of national governance of the agricultural industry 1939 appears as the earliest instance of the term 'project management office' being published The 1950s concept of the PMO is representative of what a contemporary PMO looks like Today the PMO is a dynamic entity used to solve specific issues[1] Often PMOs base project management principles on industry-standard methodologies such as PRINCE2 or guidelines such as PMBOK.[2] Contents. 1 Performance 2 Functions 3 Types 4 See also 5 References Performance[edit]. There are many reasons for project failures. As per a PricewaterhouseCoopers survey [3] of 1,524 organizations, inadequate project estimating and planning constitutes 30% of project failures, lack of executive sponsorship constitutes 16% and poorly defined goals and objectives constitutes 12%. It also found that using established project management approaches increased success as measured by a project's key performance indicators of quality, scope, schedule, budgets and benefits. The survey indicates that operating an established PMO is one of the top three reasons that drives successful project delivery.[3] Darling & Whitty (2016) found there is the complexity of interconnections in PMO intellectual capital and though often the rationale for PMO establishment is to enhance stakeholder satisfaction with projects often the establishment of the PMO leads to significant dissatisfaction by senior management.[1] Functions[edit]. PMOs may take other functions beyond standards and methodology and participate in strategic project management either as a facilitator or actively as owner of the Portfolio Management process. Tasks[4] may include monitoring and reporting on active projects and portfolios (following up project until completion), and reporting progress to top management for strategic decisions on what projects to continue or cancel. The degree of control and influence that PMOs have on projects depend on the type of PMO structure within the enterprise; it can be: Supportive, with a consultative role Controlling, by requiring compliance for example Directive, by taking control and managing the projects There are many opinions and practices some say PMOs must fulfill. The PMBoK 5th edition dedicates a page and a half to such discussion identifying 6 PMO functions. Hobbs & Aubry (2010) identified 27 distinct functions of PMOs highlighting a number of these that were found to not correlate to enhanced project performance. Darling & Whitty (2016) state there is a need for evidence-based management practice, that consultants and practitioners are providing unproven solutions which organisations both public and private are investing enormous quantities of finance to without assured outcome, further the publication of opinions without scientific basis in the field of science, medicine or law would not be tolerated, and it is equally important for justification to be presented in the management field.[1] Some PMOs operate in specialist contexts. In the Scaled Agile Framework the term APMO is used to define a PMO with a focus on supporting business agility. PMO departments change frequently and for a variety of reasons. Research indicates changes to portfolio management and methods, collaboration and accountability; project management maturity and performance; and work climate are all factors that drive PMO change.[5] Whilst PMO functions change through frequent transformations, it is argued that the core function of the PMO is to act as a catalyst for change and delivery within organizations [6] [7] Types[edit]. There are a range of PMO types, including:[8] Enterprise PMO: ensures that projects align with the organization strategy and objective; these have the broadest remit of all PMO types, typically reporting direct to the CEO (or similar role), and have authority to make strategic and tactical decisions across all projects.[9] Divisional PMO: provides support to projects for a specific business unit within an organization; includes portfolio management, training, resource planning, and project coordination. Project PMO: established for the duration of a single large project or program; includes administrative support, controlling, reporting and monitoring. Project Management Center of Excellence (PMCoE): defines standardized project management standards, procedures, methods and tools to support project teams across an entire organization; includes administrative services and training in process, methodology, and tools. The Project Management Institute (PMI) Program Management Office Community of Practice (CoP), describes the PMO as a strategic driver for organizational excellence, which seeks to enhance the practices of execution management, organizational governance, and strategic change leadership.[10] Darling & Whitty (2016) highlight many PMO typologies exist from the early 1800s as a collective for running government strategy in the agricultural sector, to the civil infrastructure projects of the early 20th century to the early 2000s when the PMO became a commodity to be traded and traded upon. It would be impossible to group PMO's into specific types (Darling & Whitty, 2016).[1] Whilst the 'P' in PMO usually refers to the word Project, it can also refer to a Programme or Portfolio Management Office. Where Project Management Offices support Projects, Program Management Offices have a broader remit including getting and sustaining the benefits from projects/programs. Portfolio Management Offices have the added responsibility of supporting organizations in achieving strategic goals[11] See also[edit]. P3O Project management Project management software Program management List of project management software Project Portfolio Management Document management system References[edit]. ^ a b c d Eric John Darling; Stephen Jonathan Whitty (2016). "The project management office: it's just not what it used to be". International Journal of Managing Projects in Business. Emerald Publishing. 9 (2): 282–308. doi:10.1108/IJMPB-08-2015-0083. ^ Giraudo, L. & Monaldi, E (May 11, 2015). "PMO Evolution". Project Management Institute. Retrieved May 6, 2018.CS1 maint: multiple names: authors list (link) ^ a b "The third global survey on the current state of project management" (PDF). PriceWaterhouseCoopers. 2013. ^ "Funding for Government Olympic Executive / Olympic Programme Programme Office" (PDF). Greater London Authority. 2012. Archived from the original (PDF) on 2012-11-13. ^ https://www.pmi.org/learning/library/project-management-office-dynamics-change-6496 Aubry, M., Hobbs, J. B., Müller, R., & Blomquist, T. (2010). Identifying forces driving PMO changes. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Washington, DC. Newtown Square, PA: Project Management Institute. ^ Malik, I. (2014). PMO managed services model. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute ^ McIntyre, J. (2016). Project Management Office (PMO) as a Catalyst ^ Hubbard, Darrel G.; Bolles, Dennis L. (2012). A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts. PBMconcepts. ISBN 9780985848408. ^ Stanleigh, Michael. "The Strategic Importance of the Enterprise Project Management Office". bia.ca. Business Improvement Architects. Retrieved 2018-05-13. ^ "PMI's Program Management Office (PMO Symposium): Asking Tough Questions, Identifying Solutions" (Press release). PMI. 13 November 2012. Archived from the original on 23 February 2014. ^ Al-Arabi, M. & Al-Sadeq, I. M. (2008). Establishing a project portfolio management office (PPMO) Paper presented at PMI® Global Congress 2008—EMEA, St. Julian's, Malta. Newtown Square, PA: Project Management Institute. Retrieved from "https://en.wikipedia.org/w/index.php?title=Project_management_office&oldid=1058525782" Categories: Project managementHidden categories: CS1 maint: multiple names: authors list Navigation menu. Search .
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                            [body] => What is PMO (Project Management Office)? September 21, 20213 Min Read Editorial Team The PMO (Project Management Office) is the department within a company or organization that sets the guidelines and success metrics for project management. The purpose of a PMO is to ensure success from every project in which the company engages so that it contributes value to the business. It accomplishes this through standardizing project processes and policies and by systemizing these methods through technology. What Makes a Good PMO? A project management office does more than just manage projects. It manages the project business of the company. That means it is responsible for the operational and financial aspects of the projects the company executes, ensuring profitability and value added to the company. To be effective, a project management office needs to systemize its project business processes. By doing this, it ensures compliance, creates efficiency, and gains real-time insight into the company’s projects. The most effective way of systemizing project business is with Project Business Automation (PBA). PBA is a new category of software solutions designed to manage your project business from end-to-end. Download the Project Business Automation Quick Guide How Common is a PMO? According to the Pulse of the Profession report from PMI, 71% of all companies have a project management office. To break it down even further: 90% of large enterprises have a PMO88% of midsize companies have a PMO61% of small companies has a PMO PMO Roles and Responsibilities. A Project Management Office has many functions in the organizations and therefore may assume different roles. However, the most common PMO functions include: Monitoring and control of projectsDevelopment of standard project execution processes and methodologiesSelecting and implementing PMO softwareManaging project portfoliosOptimizing resource allocation and utilizationProject and portfolio analysis and reportingProject manager training and development Project Management Office Structure. While there are many interpretations on different types of structure for your PMO, the Guide to the Project Management Body of Knowledge (PMBOK® Guide) gives three basic structures: Supportive: Provides a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from previous projects Controlling: Provides support and requires compliance through various means Directive: Takes control of the projects by directly executing them There are degrees of control the PMO exerts over the organization depending on which structure it follows. As such, the roles within the department will change depending on which structure it chooses. PMO Positions. There can be different levels of management and positions within the PMO, depending on organizational size and project complexity. At every level, formal knowledge of project management is a must. These are the levels and titles you might find: PMO Head. This is the person in charge of the PMO responsible for the entire PMO function. Titles may include: Head of PMOPMO DirectorPortfolio DirectorHead of Project ManagementePMO Manager PMO Manager. This level of management is focused on the day-to-day operations of the PMO. Titles include: PMO ManagerPMO LeadProject Office ManagerProgram Office ManagerPortfolio Office ManagerProject Office LeadProgram Office LeadPortfolio Office Lead PMO Support. Typically entry level, this support role helps the managers coordinate activities and gather information. Titles found here include: Project AdministratorProject Office CoordinatorProject Office AnalystProject Office Support You may also like. What is Project Business? September 14, 2021 Supply Chain Challenges Demand New Approaches. December 20, 2021 Why Project Success is Dependent on Both the Work and Cost Breakdown Structure. December 17, 2021 Will the $1.2 Trillion Infrastructure Bill be Good for Your Project Business? December 13, 2021 About the author. View All Posts Editorial Team. Posts. Supply Chain Challenges Demand New Approaches. Why Project Success is Dependent on Both the Work and Cost Breakdown Structure. Will the $1.2 Trillion Infrastructure Bill be Good for Your Project Business? Project Business Automation: The Only Solution That Manages Your Project from Start to Finish. Featured in Forbes: Acquisition Does Not Mean Integration. Learn more about. Project Business Automation Project ERP Project Financials Project Modeling Project Management Resource Management Real-time Project Analytics & Business Intelligence Adeaca PBA FAQ Using Power BI in a Project Management Dashboard Project Business Automation Quick Guide. Key Project Financial Topics. What is a Cost Breakdown Structure? What is Estimate at Completion? What is Project Overhead? Project Budget Templates vs. Models What is the PMO? Subscribe. Keep up with the latest in Project Business. Subscribe to our newsletter below. SUBSCRIBE NOW Follow us.
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                            [body] => PMO (project management office) By Esther Shein A project management office (PMO) is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The primary goal of a PMO is to achieve benefits from standardizing and following project management processes, policies and methods. For the office to be most effective, it should embody the organization's culture and strategy. The popularity of the office has increased, as more companies with PMOs have received returns on investment. Nearly seven in 10 organizations globally have a PMO, a figure that has remained constant for five consecutive years, according to the 2016 Pulse of the Profession report by the Project Management Institute (PMI). PMO roles and responsibilities. A PMO is generally responsible for guidance, documentation and metrics related to the practices surrounding the management and implementation of projects within the organization. A PMO may also get involved in project-related tasks and follow up on project activities through completion. The office may report on project activities, problems and requirements to executive management as a strategic tool in keeping implementers and decision-makers moving toward consistent, business- or mission-focused goals and objectives. A PMO generally bases its project management principles, practices and processes on an industry-standard methodology. Here are a few commonly used project management methodologies: Agile. The Agile method applies to projects that require speed, flexibility and continuous delivery of product to the customer in short delivery cycles. Waterfall. The waterfall methodology allows for increased control during each phase of a project, but can be very inflexible if project scope changes occur. Scrum. This term is based on the formation of players in the game of rugby and is a part of the Agile framework. Its deliverables are due every 30 days. Workgroups that have had difficulty in prioritizing work can improve productivity when they switch to Scrum. Six Sigma. Six Sigma is a methodology used to improve processes by getting rid of what are considered defects -- or a product or service that does not conform to its specifications. Types of PMOs. There is no standard approach to PMO development; however, an effective PMO has a strong foundation aligned with the organizational strategy of the company. How a PMO is designed and staffed for maximum effectiveness depends on a variety of organizational factors, including targeted goals, traditional strengths and cultural imperatives. The types of PMOs in organizations have remained unchanged since 2010; two-thirds of organizations have a department-specific, regional or divisional PMO or PMOs. There are three basic organizational structures for a project management office. The project repository: This model occurs most often in organizations that empower distributed, business-centric project ownership or enterprises with weak central governance. The project office simply serves as a source of information on project methodology and standards. Project managers continue to report to, and are funded by, their respective business units. The project coach model: This model assumes a willingness to share some project management practices across business functions and uses the project office to coordinate the communication. Best practices are documented and shared, and project performance is monitored actively. The PMO in this model is a permanent structure with staff and has some supervisory responsibility for all projects. The enterprise project management office (EPMO): This model also assumes a governance process that involves the PMO in all projects, regardless of size, allowing it to assess scope; allocate resources; and verify time, budget, risk and impact assumptions before the project is undertaken. Funding is generally a combination of direct, budgeted allocation for baseline services and a fee-for-service charge for others. How EPMOs can be effective. EPMOs exist in about half of organizations, according to the PMI report. While they play a critical role in delivering organizational value, many organizations still struggle with how to define the EPMO role, to position it for long-term success and utilize the office to help achieve strategic objectives. Effective EPMOs have broad enterprise-wide responsibility and help direct strategy and focus on value delivery. Approximately 27% more projects are completed successfully, and there are 42% fewer projects with scope creep when organizations align their EPMO to strategy, according to the PMI report. This was last updated in February 2017 Continue Reading About PMO (project management office) . Evaluating the strategic importance of the enterprise PMO An intro to popular project management methodologies How a tiny PMO helped one CIO navigate budget cuts and layoffs Four features of an Agile PMO The PMO in the digital era Related Terms. high-performance computing High-performance computing (HPC) is the practice of using parallel data processing to improve computing performance and perform ... See complete definition IT systems management Systems management is the administration of the information technology (IT) systems in an enterprise network or data center. See complete definition LOB (line of business) An LOB (line-of-business) application is one of the set of critical computer applications that are vital to running an enterprise... See complete definition Dig Deeper on IT applications, infrastructure and operations. What are PPM tools and how do they help the enterprise? By: Bob Violino Reshape the role of the PMO for the digital era By: Matt McWha The four facets of an Agile PMO By: Nicole Laskowski PMOs could benefit from supporting, adopting Agile By: Nicole Laskowski SearchCompliance How to evaluate and select GRC vendors and tools There is a variety of governance, risk and compliance software on the market. Learn about some of the available products and how ... 10 CCPA enforcement cases from the law's first year It's been more than a year since CCPA enforcement began, and organizations started hearing from the California attorney general. ... 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SearchDataCenter LG Electronics, IBM partner on quantum computer research Looking to expand software available for its quantum computers, IBM has added LG Electronics to its Quantum Network to explore ... Miami Dolphins add Dell VxRail to digital transformation project Looking to enrich the experience of fans, the Miami Dolphins have embarked on an aggressive digital transformation project ... Foster health and safety in the post-pandemic data center Data centers adapted to a new set of circumstances during the COVID-19 pandemic. As work and the pandemic continue to change, ... Close
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                            [body] => What are PMO roles and responsibilities in an organization? Last updated on October 12, 2021 By Jump to Section 1. What is the Project Management Office (PMO)? Traditionally a project management office (PMO) is a group in the business responsible for providing management reports, establishing guidelines, and a governance framework. But in the last few years, a PMO has evolved and come a long way. It is no more limited to administrative functions. A modern PMO can potentially become a value center and be a vital part of business profitability. According to Statista, 80% of organizations have one or more PMO. A value-centric PMO can contribute significantly to the success of the projects, efficient utilization of the resources, and help a business in achieving strategic objectives. It can potentially help you against market volatility as well. This article would help you understand these extended responsibilities of a value-centric PMO and the essential tools required to implement them. 2. Key PMO Responsibilities. A value-centric PMO can play a wide range of roles for modern business. It can potentially be a game-changer for a project-based company. Some of the PMO tasks and responsibilities include A. Establish Project Governance Structure. PMO establishes a project governance framework to have a structured approach to govern the projects. It involves various stakeholders like team members, project managers, project sponsors, investors, clients, etc. These stakeholders have well-defined roles, responsibilities, and decision-making capacities. Purpose of governance structure is to ensure that The projects are prioritized and aligned to short- and long-term goals of the business The right people have access to the right information to make the right decisions The projects are staying within the planned time and budget Enterprise resources are utilized in the most efficient manner There are ongoing risk assessment and mitigation across all projects B. Provide Management Reports. One of the core responsibilities of a PMO is to centralize information and deliver it to the right stakeholders. It is to ensure that the management makes informed and timely decisions for the success of the project. Following are some of the examples of management reporting: Overall progress and health of projects Status of milestones and deliverables across the portfolio Financial information about the budget, forecast, actuals, margins, etc. Project risks and progress on mitigating these risks Operational efficiency and project performance Effective management and utilization of enterprise resources C. Prioritize Projects as per Strategic Business Objectives. Setting up operational and strategic objectives is a critical part of future business planning. They are key to short- and long-term business success. These objectives are achieved with the help of various programs and portfolios consisting of projects. PMO plays a crucial role in this process and carries the following responsibilities: Ensure that the programs and portfolios are aligned to operational and strategic objectives Projects are selected and prioritized as per these business goals Enterprise resources are allocated and utilized as per business goals Design and track various program and portfolio performance KPIs D. Plan and Schedule Resource Efficiently. Resource planning and scheduling are one of the most critical responsibilities of a successful PMO. This process ensures that the right resources are allocated to the right project at the right time. These are some highlights of efficient resource planning and scheduling: Eliminate silos of spreadsheets with a single resource plan Create visibility of resource capacity, competency, and availability for all stakeholders Establish a real-time resource scheduling to accommodate the fast-changing ground reality Track all types of work, i.e., project work, non-project work, vacation, etc. Establish multi-dimensional viewing and overcome challenges of matrix structure E.  Forecast and Enable Resource Capacity Planning. In a dynamically changing business environment, it is critical for a PMO to forecast and get real-time foresight into project resourcing. So that the PMO can take corrective actions ahead of time. Few examples of resource forecasting are: Forecast capacity vs. demand to identify shortfall or excesses of the resources Forecast people on the bench and project vacancies to minimize resource wastage Forecast resource management financials to determine the margin and profitability. F. Streamline and Automate Processes and Workflows. As an integral part of performance improvement, PMO streamlines various project management processes and methodologies. For examples: Few examples of resource forecasting are: Establish project requesting, selection, and prioritization process Streamline workflow for resource requisition and allocation Gathering up to date information about employee skills, interests, experience Forecast and provide early warning before it is late G. Reuse Project Learning and Knowledge. The PMO enables team efficiency by facilitating knowledge transfers between departmental project teams. It makes project plans, reviews, templates, and documentation widely available to concerned members, saving time and costs that would have otherwise gone into rework. Rather than reinventing the wheel, project teams can not only shorten their learning curve but can also get more work off the ground from the organizational knowledge being shared. H. Maximize Strategic & Billable Resource Utilization. A mature PMO provides mentoring support and coaching to the project managers. After all, they are at the heart of the project lifecycle. Developing a project manager’s competencies enhances his/her ability to lead and manage both project execution and team dynamics. What’s more, it equips them to gauge their team’s strengths and prevent conflicts between members. This way, projects can tap into potential from within, with staff whose key skills and knowledge can be used to complete tasks and help one another out. I. Mentor and Train Project Managers. For a project-based company, it is critical that the employees are either working on a billable project or strategic project. So, it is crucial for a PMO to work on maximizing billable and strategic utilization of its workforce. To achieve this, a PMO constantly forecasts the utilization of resources and moves them to billable and strategic projects. J. Facilitate Team Collaboration and Communication. It is now a critical responsibility of a PMO to ensure that there is an efficient framework for seamless team collaboration and communication among team members. It helps in Aligning remote teams and bringing everyone on the same page Completing tasks faster without unnecessary waiting Communicating faster with the right person without chaos Addressing urgent issues faster and effectively McKinsey & Company states that employee productivity increases by 20-25% where employees are connected. 3. What are the Business Benefits of a PMO? Modern PMO has evolved into a value center. These are some of the direct benefits of a project management office to business. Enables Real-Time Visibility Across the Enterprise: PMO replaces silos of spreadsheets with a centralized system. It enables a PMO to collect data directly at the originating sources and makes them visible to different stakeholders as per their specific role. Implements Standards and Best Industry Practices: Traditionally, a PMO defines project management standards, guidelines and sets up a project governance structure. In addition, it evaluates and identifies best practices in its specific industry and implements them in the business. Aligns Projects with Business Objectives: A value-driven PMO helps the management in selecting and prioritizing the projects aligned to their strategic and tactical business objectives. In addition, it can track and improve the strategic utilization of resources. Helps in Business Decision Making: A PMO tracks KPIs and does forecasting related to the projects, programs, portfolios, resources, risks, etc. They generate reports for different levels of management to help them make timely decisions. Helps in Reducing Project Resourcing Cost: A value-driven PMO does forward planning and allocates the right resources for the right projects at the right time. It helps in reducing project resource costs significantly. Improves Effective Resource Utilization: A value-driven PMO tracks future resource demand and forecasts billable, non-billable, and strategic utilization. It helps a PMO in becoming proactive and improves effective resource utilization. Optimizes Project Workforce to Beat Market Volatility: A value-driven PMO does forward capacity planning to forecast shortage or excesses of resources due to market volatility. It helps in building an optimized workforce without extra overhead so that the business is not affected due to market volatilities or business uncertainties. Shares Project Knowledge There is always plenty of learnings, lessons, skills, and experience acquired while executing a project. A value-driven PMO collects this knowledge intelligently and shares them with other projects. Improves Communication and Productivity Complexities of project execution have multiplied many folds due to matrix organization structure and remote working. So, PMO has started providing a collaborative framework for these teams to improve communication and avoid chaos. 4. Software Functionalities for a Value-Driven PMO. As discussed in the previous section, a value-driven PMO carries a broad range of responsibilities for modern business. So, it is critical to have a tool with all required functionalities to help a PMO deliver on its responsibilities. Project Management: A PMO software requires functionalities to manage a project efficiently. It should have capabilities for project scheduling with WBS, milestone tracking, risk/ issue management, document tracking, etc. Portfolio Management: It is critical to have a bird’s eye view of various projects run in the business. So, PMO software requires to have portfolio management functionalities to help in tracking various project KPIs and provide early warnings about the projects. Resource Planning & Allocation: A PMO software requires a centralized resource planning facility. It ensures that the right resources can be identified easily in a large pool of resources. It helps to allocate the right projects at the right time. Resource Capacity Planning: This is one of the most critical functionalities of PMO software. It would help a business forecast shortfall or excesses of resources. So that right resources treatment can be applied to the resource pool to have an optimized workforce. Work Management: In a matrix organization structure, it is complex to track work allocated to an individual from multiple projects across the globe. Work can be related to a project or non-project activity. So, PMO software got to have a full-fledged detailed work allocation and tracking facility. Team Collaboration: Team collaboration is part and parcel of seamless communication for distributed teams and members working from home. So, PMO software got to have a team collaboration facility to improve productivity and responsiveness. 5. The SAVIOM Solution. SAVIOM provides futuristic software to transform your PMO into a profit center. With over 20 years of experience working with high valued global companies, this Australia based MNC has helped more than 100 clients across 50+ countries address their specific business challenges. SAVIOM also provides tools for enterprise resource management, professional service automation, and workforce planning software. So, SAVIOM can help your business to establish an efficient system geared towards your specific business challenges. Free eBook The PMO Game Changer: A Value Driven Project Resource Management. Download No Comments » Om Prakash Comments are closed. Recommended Articles. 6 Effective Strategies to Create a Smarter Digital Workplace 7 Tips on How to Conduct an Effective Project Meeting 7 Proven Ways to Give Constructive Feedback to Your Employees previous Significance of Resource Loading in Project Management next Infographic: The Art of Managing Resources Across Multiple Projects Get resources to your inbox directly! . Book your free customized trial today. See how intuitive and effective our resource management solution is by booking in a free, custom-configured trial. Get Started Press Esc to close Press Esc to close Press Esc to close Book Free Demo
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                            [body] => The Project Management Office (PMO) & Its Role in IT Organizations October 24, 2019 4 minute read Stephen Watts The modern business world is embracing Agile practices to help navigate the treacherous waters of our technologically advanced, rapidly changing environment. Lean teams filled with cross-discipline members are accomplishing tasks at breakneck speeds and with higher rates of success compared to older methods of development. This new way of approaching work is commonly known as DevOps and has created cascading effects throughout entire industries. As developer teams ramped up their production speeds, other departments needed to step up to keep pace, so DevOps brought together members of previously disparate silos and housed them under a single roof. This structuring creates teams that can both: Focus on the aspect of the product they’re working on Continue making decisions and exploring options that best enable the best overall experience DevOps attempts to tap into the power of human ingenuity and collaboration to allow creativity to flourish, giving people more ownership of their projects. This trend caused a fair amount of disruption for traditional management systems which generally relied on information flowing from the top down. While many organizations flourished with the open-armed adoption of Agile and DevOps systems, other companies floundered. One of the issues with unfettered DevOps is a focus on releases and pushing out changes with little regard to the company’s big picture. Some DevOps teams lose focus on the consumer’s needs and the company’s resources and focus entirely on releasing new features whether they’re necessary or not. Not all businesses seemed ideal for the application of Agile practices, especially without adding modifications such as standardized procedures. Establishing a core set of best practices and standards for all projects throughout the organization was a key for these companies to ensure everyone could maintain the newly expected pace while still delivering quality results. This is where a PMO can help. What is a project management office? A project management office (PMO) is a team or department that sets and maintains standards for project management throughout an organization. The PMO is in charge of creating procedures and best practices that will help operations: Go smoothly Complete on time Result in quality deliverables Their focus is on the successful completion of projects and monitoring the impact and effectiveness of the procedures they outline. The PMO is constantly looking for ways to: Enhance project execution Increase efficiency You’ll achieve this primarily by creating actionable plans which provide standards for undertaking projects in a structured and repeatable way. The repetition is a key component because it ensures past success will lead to future success. It also enables them to tweak aspects of the procedures to fine tune the approach and dial in the efficiency of the system. This mindset of establishing standards and handing down formulaic responses to incidents can seem stifling to many developers and runs the risk of inhibiting creativity and personal freedom within one’s role. This is why it’s essential for modern PMOs to focus on providing structure by funneling company and customer priorities into actionable goals which are then handed out to individual DevOps teams for them to tackle in a less encumbered manner. This frees up DevOps teams from having to worry about the big picture while still giving them the room they need to flex their ingenuity and agency. How to become a successful PMO. Modern PMOs aren’t the cat-herding managers of the past, but they’re also not the long-haired, laid-back gurus that are more suited to yoga studios than business presentations. A successful PMO that can operate within today’s Agile business world sits somewhere in the middle of those two extremes. A good PMO should: Have a deep understanding of your organization’s strategy, culture, and customers. Bridge the gap between the company’s primary stakeholders, customers, and the teams working on the projects. The best, most agile project management offices will: Shift with adaptations of strategy to align itself with the changing world. Act as mentors for project managers and team members to provide oversight and insight into the reasons behind the decisions. Embrace the importance of helping staff understand why changes should be made so they can make informed decisions when they encounter obstacles. Do you need a PMO? Just like not every organization necessarily needs to adopt Agile principles, neither does every organization require a PMO. Some companies function smoothly on Agile alone. Their teams have enough personal investment and understanding of the company’s big picture that guidance and best practices aren’t required. If your DevOps teams are already performing at high levels and aren’t wasting effort on superfluous “features” with much frequency, why rock the boat? Every organization is different in its culture due to the people within it and their personalities. This means no single solution will be a magic bullet which can be applied to every organizational challenge. If your organization is having issues focusing on impactful changes that aid the customer and benefit the company, then adopting a PMO might be just the thing for you. They can help align teams with organizational goals and strategy to ensure teams don’t waste time. Some organizations may see the role of PMO as an unnecessary overseer that will stifle creativity. PMOs and Agile practices can find a happy meeting place where the two work together in harmony. To that end, PMOs can help Prevent decision paralysis Ensure that teams have the information they need to best complete their projects Good PMOs support agility. The intention behind DevOps is to create teams that collaborate across every discipline to eliminate information silos and cut down on wasted time changing projects from the hands of one silo to another. Agile PMOs help ease this process and detail strategy guidelines that account for the company’s big picture and ensure focus remains on the highest priority of activities. They help prevent bottlenecks while confirming that development occurs at a constant speed and doesn’t waste time on low throughput efforts. Related reading. BMC Business of IT Blog Defining Project Scope & Scope Creep Managing IT as a Product—Not a Project Book Review of The Phoenix Project: DevOps For Everyone Lewin’s 3 Stage Model of Change Explained How to evolve IT to drive digital business success. When IT and the business are on the same page, digital transformation flows more easily. In this e-Book, you’ll learn how IT can meet business needs more effectively while maintaining priorities for cost and security. Get the e-book Get the e-book These postings are my own and do not necessarily represent BMC's position, strategies, or opinion. See an error or have a suggestion? Please let us know by emailing [email protected] BMC Bring the A-Game. From core to cloud to edge, BMC delivers the software and services that enable nearly 10,000 global customers, including 84% of the Forbes Global 100, to thrive in their ongoing evolution to an Autonomous Digital Enterprise. Learn more about BMC › You may also like. Using Mean Time to Identify (MTTI) as a Service Desk Metric. Will Robots Replace My Service Desk? Service Catalogs vs Service Portfolios: What’s The Difference? The IT Balanced Scorecard (BSC) Explained. IT Chargeback vs Showback: What’s The Difference? Will ITIL® Die or Be Reborn in the DevOps Era? – Part1. About the author. Stephen Watts. Stephen Watts (Birmingham, AL) contributes to a variety of publications including, Search Engine Journal, ITSM.Tools, IT Chronicles, DZone, and CompTIA. View all posts
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                            [body] => What Is a PMO and Why Do I Need It? (PMO Part 1) Published by Karoline HolickyOctober 14th, 2020in Project Portfolio Management What Is a PMO?If you are just learning about project portfolio management, you may have heard the term PMO. PMO stands for Project Management Office. Now that you know what PMO stands for, you’re probably still wondering: what is a PMO? While specific functions and responsibilities may vary by company,  in general, a PMO is a group or department within an organization that is responsible for the centralized and coordinated management of all projects. In the past, it was common for a PMO to define and standardize project management processes. While many PMOs still take on that task, modern PMOs often own the project portfolio management process. This means they help management determine which projects should be done when and by whom.In this first post of our four-part series about the Project Management Office, we will look at what a PMO actually does and what benefits it brings. Stay tuned for the following blog posts in the series where we will discuss how the PMO is anchored in the company, how you can best implement a PMO and how to measure its success.What Exactly Does a PMO Do?A successful PMO understands the company’s strategy and maintains a clear overview of all current work and projects. They then ensure that current and future projects are aligned with the strategy. Ultimately, they work with senior management to make sure that the right work is being done as efficiently as possible to accelerate the business. PMOs are typically responsible for the following tasks:Managing the project portfolio by classifying and prioritizing projects based on corporate strategyCreating proposals or plan alternatives to facilitate decision-making for the portfolio boardPlanning and optimizing the use of resources at the portfolio-level and solving resource conflictsMaintaining current employee data as it relates to capacity, project allocations and skillsIncreasing transparency of current and planned projects through up-to-date, reliable project dataPromoting information flow and communicationMonitoring project progress and dependencies that affect resources, budgets, and schedulesStandardizing project management methods and processesProviding administrative and operational support for project managers and project teams(Source: PMI)Benefits of a PMO. If you are considering setting up a PMO, you may be wondering if your company really needs another department. It may be difficult to get buy-in and approval to set up a PMO. Some stakeholders worry that having a PMO will initiate too many processes and procedures that will slow things down. It doesn’t have to be that complicated, and there are many benefits that you can share with your organization when making the decision to build a PMO.These benefits include:A team dedicated to multi-project management and keeping track of all of the processes, changes, conflicts, risks and decisionsA successful project portfolio that focuses on resource availability and corporate strategyThe ability to adapt and offer plan alternatives when disruptions occurFreeing up time and energy, so project managers and project teams can concentrate on executing and delivering more projectsIncreased project efficiency and quality while reducing project riskImproved communication across projects and across the entire organizationEffective transfer of knowledge, applying best practices and minimizing errors(Source: CIO)A successful PMO ensures your company is working on the right things by prioritizing work based on corporate strategy. It also enables the transparency of important data including employing capacity and availability. This ensures the right projects are implemented within budget without overburdening employees. The cost per project then decreases and fewer projects fail, which, in turn, improves customer satisfaction. The value of high-functioning PMOs has been confirmed by organizations around the world. Setting up a PMO doesn’t have to be complex. In fact, we offer multiple resources that give you the information you need to set up a lean PMO quickly.A Tool For PMOs. You may be convinced of the value of a PMO, but don’t forget that all successful PMOs need powerful tools. Meisterplan is a lean project portfolio management tool that makes a PMO’s job easier. It provides real-time scenario planning, easy resource allocation, and clear visuals into your project portfolio. If you would like to learn for yourself why PMOs love Meisterplan, sign up for a free 30 day trial.Meisterplan’s PMO Series. Part 2: How the PMO Fits into Your Company Read NowPart 3: How to Get Your PMO Accepted by Your Company Read NowPart 4: Measure the Success of Your PMO Read NowOn-Demand Webinar. Meisterplan Product Demo: Gain Transparency to Make Better Decisions and Move Your Company ForwardPrioritize projects, use what-if scenarios to adapt plans, optimize employee capacities and achieve the best business outcomes.Watch NowAbout the Author: Karoline HolickyKaroline Holicky brings not only her southern charm and Cajun cooking (Louisiana born and Texas raised), but as the Marketing Director at Meisterplan, she also brings more than 15 years of professional experience in many industries including financial services, engineering, oil & gas and the software industry. Karoline watches for best practices and trends in project portfolio management because her main goal is to ensure companies are ready for anything and thrive in times of change. See more posts from Karoline Holicky Return to blog clear
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                            [body] => What Does A PMO Do? You are here: Home / News / What Does A PMO Do?March 14, 2018 By Ten Six A PMO is a Project Management Office. It’s a function within an organization that defines the standards for project management. And it can do a whole lot more than that too. The main purpose of a Project Management Office (PMO) is to make sure that projects and programs are run in a repeatable, standardized way. But how does a PMO actually do that? And what does the PMO team do all day? We’ve got the answers. What Are The Functions of a Project Management Office (PMO)? A PMO is the backbone of a successful project management approach at an organization. It is a function that provides decision support information, although it doesn’t make any decisions itself. A PMO underpins the project delivery mechanisms by ensuring that all business change in an organization is managed in a controlled way. PMOs have a range of functions, and the services they offer often depend on the maturity of the department and the skills of the people working in the PMO. At a very basic level, the PMO supports the project management teams, and the people make decisions about funding, prioritization and resourcing. The most mature PMOs provide: Governance. The PMO ensures that decisions are taken by the right people, based on the right information. The governance role can also include audits or peer reviews, developing project and program structures and ensuring accountability at all levels. Transparency. The PMO is responsible for providing information and being the single source of the truth. Information should be relevant and accurate to support effective decision-making, and provided to people in a way they can understand. Reusability. The PMO facilitates the sharing of knowledge. This stops project teams from reinventing the wheel and makes the PMO the central point for lessons learned, templates and best practice. Delivery support. The PMO makes it easy for project teams to do their jobs by reducing bureaucracy, providing training, coaching, mentoring and quality assurance. Traceability. The PMO provides the function for managing documentation, project history and organizational knowledge. In reality, most PMOs will do a blend of activities, and provide a range of services tailored to the needs of the organization. So what does that actually mean in practice? PMO teams fulfil a variety of functions on a day-to-day basis including: Gathering data about project progress and producing reports Developing standards and processes Encouraging (or enforcing where necessary) the use of those standards and processes Managing resources for projects Delivering training and mentoring project team members Managing dependencies across multiple projects Tracking and managing project benefits Reporting on financial information such as return on investment. As part of this, the PMO is also the guardian of Enterprise Project Management tools and project management methods. There will normally be an expert (or several) in the PMO who can support project managers and their teams with using any project-related software. What Are the Benefits of a PMO? Running projects and programs in a standardized way has lots of benefits. For one, it’s cheaper to have everyone doing things the same way. There are economies of scale that come with introducing standardization but it’s also more efficient. When every project manager has to work out their own way of managing risk, the organization suffers from a lot of wasted time. If you can hand someone a template of how to manage risk on a project, you’re saving them effort. Plus, you can capitalize more effectively on organizational knowledge. The lessons learned on one project can be captured and incorporated into the way you do things – so that other projects benefit from that knowledge too. When there is a common way of working, managers and their teams get used to what to expect. This means that starting a project happens more quickly, as everyone already shares the common vocabulary and expectations for working on a project. As an extra bonus, common reporting frameworks mean that people can contribute more quickly and consistently to the project. Stakeholders don’t have to spend time working out how they are going to report progress up the chain, because there is already a framework in place to do so. What Are The Different Types of PMO? Research from PM Solutions says that 85% of organizations have PMOs. The average PMO has a staff of nine people, each with around 10 years’ experience in a project role. It works on 75 projects a year and has a budget of $500k. Of course, there’s not really any such thing as an average PMO. PMOs look different in different organizations, as you would expect. Your PMO might be a central function reporting to the Board – PM Solutions’ State of the PMO study points to nearly half of PMOs reporting into the C-suite. However, there are alternatives that might work better for you and be more aligned to the way your organization chooses to manage change. Your PMO might be a department within a division. You may have a hub-and-spoke model with a central PMO and divisional units in different locations. The PMO might even be a temporary team, put together to support a large program. It may incorporate a centre of excellence for training and standards, or that might be separate. In short, there are a number of different ways for a PMO to operate, and they all have the objective of providing operational efficiencies and supporting the successful delivery of change. Read Next: The 5 Different Types of PMO Whatever model you choose for your PMO, getting the implementation right will undoubtedly make the difference between a function that increases the success of projects and one that just focuses on retrospective reporting. A mature PMO can really help an organization make the most of the tools, methods and the skilled staff they have, by ensuring all these resources are used in the best possible way to support the organization’s strategic goals. What Roles Do You Find Within a PMO? As with all teams, a PMO is headed up by a leader. That’s about all we can say with certainty! The reason it’s harder to be specific is that the team members within the PMO will be chosen to best support the function and capabilities of the PMO. For example, if you want to provide a training program to project managers, you’d want your PMO to be staffed by people with experience of delivering training, and probably with the experience of having done the job for some time already so they could more easily answer questions. If your PMO predominantly provides management information and deep portfolio analysis, you’d want someone on the team to know their way around data analysis tools. Generally, you’ll have a mix of skills in the PMO team, each complementing the others. You may have administrators and coordinators, data analysts and software experts, trainers, coaches and senior managers. Everyone on the team will have a range of PMO competencies that allow them to contribute to the organization. In some companies, the project managers report directly to the PMO, although this is not as common as you might imagine. The increasing maturity of the PMO function means that we are likely to see more and more project managers reporting into a PMO in the future, which in turn provides a better opportunity for standardization and embedding tools and processes. The PMO: Your Strategic Partner. Ultimately, the Project Management Office (PMO) should act as a strategic business partner. It’s there to serve the needs of the organization. A good PMO will challenge, have the difficult conversations and champion approaches that lead to greater results. With a supportive PMO behind you, your organization can reach your goals more quickly, and deliver your strategy with more certainty in the outcome. If you’re serious about delivering change, you should get serious about making your PMO the best it can be. Other Related Articles. Questions You Should Ask When Implementing A PMO The Changing Role of the PMO Manager What Sort Of PMO Are You? PMO Management: The Global Challenge to Stay Relevant How PMOs Contribute to Organizational Alignment Equipping Your PMO For Managing Benefits 10 Resources Your PMO Should Offer 5 Ways To Bring Project Managers to the PMO Footer. Upcoming Classes. 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Connecting your project planning with your strategic initiatives can be a challenge. With project management office (PMO) principles, you can align them through best-in-class practices — and achieve consistent outcomes.

PMO implementation can also provide actionable intelligence for continuous improvement, leading to elevated performance overall.

Organizations typically face a common set of challenges: prioritizing projects then executing them within budget and on schedule. Budgets, staffing, schedules, contracts and communications across teams must all be juggled, often across multiple technology platforms.

Technology is empowering, but effective business governance and a strategic framework are critical to avoid potential pitfalls. Our team helps you apply the principles of a project management office (PMO), aligning systems and processes to optimize project delivery. Project Management Institute research says that, on average, organizations achieve an average of $71 million in revenue gains or cost reductions from PMOs.

We guide you on the route from strategy to customized solution, following a simple, vital path through four basic steps: organizational assessment, business process design, technology consulting and implementation, and continuous improvement.

The true differentiator for enterprise project management is the integration of software within your governance process. Your strategies help dictate how processes and systems — whether on-site or in the cloud — can be coordinated to facilitate the smooth flow of data. Enhanced transparency and accessibility of data help track project progress and results.

Our PMO team draws on experience with a range of technology and software to optimize every aspect of decision-making, including capital planning, cost management, financial forecasting and budgeting, issue management, portfolio management, project management, project scheduling, release management, resource management, and risk management.

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Technology is empowering, but effective business governance and a strategic framework are critical to avoid potential pitfalls. Our team helps you apply the principles of a project management office (PMO), aligning systems and processes to optimize project delivery. Project Management Institute research says that, on average, organizations achieve an average of $71 million in revenue gains or cost reductions from PMOs. We guide you on the route from strategy to customized solution, following a simple, vital path through four basic steps: organizational assessment, business process design, technology consulting and implementation, and continuous improvement. The true differentiator for enterprise project management is the integration of software within your governance process. Your strategies help dictate how processes and systems — whether on-site or in the cloud — can be coordinated to facilitate the smooth flow of data. Enhanced transparency and accessibility of data help track project progress and results. Our PMO team draws on experience with a range of technology and software to optimize every aspect of decision-making, including capital planning, cost management, financial forecasting and budgeting, issue management, portfolio management, project management, project scheduling, release management, resource management, and risk management. Featured Project Enterprise Project Management Office Featured Insight Project Management Office Provides Adaptability in Uncertain Times Featured Reaching the Summit of Project Success in Today's Utility Industry You May Also Like: Related Insights Q&A: Jamie Butler Shines a Light on Holistic Wellness Tailoring PMOs to Benefit Small and Midsize Utilities PMOs Support Successful Data Governance Initiatives Guiding the Management of Organizational Change Send Us a Note. 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It can become the foundation for a better culture of project management.The PMO meaning comes into play more than we may assume: 19% of enterprises report that they “mostly” deliver successful projects.And that makes sense; as a company grows, managers have more on their plate and it’s harder keep projects in line on their own.In this blog, we’ll walk you through the ins and outs of this function, starting with its definition. Here’s everything you need to know about PMOs in 2021.Get started with monday.comWhat does PMO mean?PMO stands for project management office. It’s the office or department responsible for overseeing and managing projects throughout your company.Typically, a PMO operates at a high level, providing KPIs (Key Performance Indicators) and standardizing project management methods throughout the organization.A PMO can help reduce executives’ workloads and ensure that more large-scale projects succeed in the long run.PMOs are most relevant to enterprise organizations managing multiple high-priority projects at any given time.It might sound like a PMO directly manages projects, but stick with us. That’s typically a project manager’s job and the project manager is not necessarily part of a PMO.What is the difference between a PM and a PMO?A PM is an individual responsible for a single project, while a PMO is an office that’s responsible for projects on a larger scale.A PMO doesn’t always oversee a single project. Often, a PMO’s objects are to help standardize project management practices, improve collaboration, and much more.Let’s go more in depth about the kinds of roles a PMO may take on.A few functions of the PMO. According to the Project Management Institute, the most common function of a PMO is setting and monitoring project KPIs (think on-time completion rate, planned hours vs. time spent, budget variance, and more).But the role of a PMO also extends to standardizing project management methodologies, managing project progress, training and assigning project managers, helping the company scale, managing resource allocation, and tackling portfolio management.Let’s take a closer look at each of these focuses and see what exactly a PMO does:Standardizing project management methodologies – Standardization creates smoother collaboration between teams and makes it easier for team members to manage resources.Tip: A Work Operating System—where teams can build any software they need and run their work from A-Z—can scale with you as you grow. This makes it easier to standardize project management methodologies. Check out our Work OS guide here.Oversee project manager training – One source of PM training ensures that all teams are using the standardized methods and tools.Leading the company to maturity. Leading the company to maturity – Standardizing the tools, setting KPIs, and providing training helps a PMO optimize your entire business process.Organizations that are more mature in project management processes are 21% more likely to meet project goals and to do so within the original budget.Get started Get started Manage resource allocation – By allocating resources where they’re most needed, you can boost project performance without exceeding budgets.Get started5 main PMO benefits: save money, projects, and more. If you’re wondering how PMOs can directly benefit your business, we’ve got you covered. Below, we break down where are most companies see a return on their investment. 1. Cost savings. Companies with a PMO see a 33% increase in projects delivered under budget. The average cost savings per project is $175,000.A PMO helps speed up projects and better distribute resources, avoiding excess hires or outsourcing.Those savings could be used to fund anything from a new marketing campaign to a completely new product feature.2. Improved productivity. On average, companies with a PMO see a 25% increase in productivity. With better frameworks for managing projects, and KPIs in place to track progress, it’s easier for teams to focus on working.On average, companies with a PMO see a 25% increase in productivity. With better frameworks for managing projects, and KPIs in place to track progress, it’s easier for teams to focus and increase overall output.3. Fewer failed projects. There’s also a 25% decrease in failed projects, which means a lot less wasted time and a general efficiency increase.By adjusting the course to avoid unnecessary failures, you can minimize wasted effort.With a higher rate of successfully completed projects, your company can grow faster than ever before.4. Better goal alignment. Companies also saw a 43% improvement in project alignment with strategic objectives.When unsupervised, smaller project teams may settle for minor improvements or bug fixes. They don’t always have the foresight to prioritize the company vision at every twist and turn.A PMO acts as a compass, continually guiding all moving parts in the right direction.5. Increased customer satisfaction. More successful, strategically-aligned projects also benefit the customer. On average, companies saw a 27% improvement in customer satisfaction with a PMO.With better company efficiency, customers get fewer delays and broken promises, and more updates and UX improvements delivered faster.4 things to consider before starting your first PMO. Now that you’ve learned about all the benefits of having a PMO, you probably want to jump right in.Not so fast.Consider these 4 factors first.1. Are your company projects large enough to justify the investment?There’s the cost of hiring one full-time project manager, then there’s the cost of fully implementing a new project management program throughout your company.Look at your budgets and make sure the PMO is an investment your company can justify.2. What are your priorities?Do you want to standardize your company’s processes, or do you want your PMO branch to act mainly as direct coordinators and supervisors? The answers to these questions will impact which roles you need to fill.3. Are specialists spending too much time on PM-related tasks?Are specialists (like highly-skilled coders and developers) spending too much time on project management?Is it slowing down your processes? Will customers see concrete, tangible benefits if you can improve project results?4. Can you gain the bulk of the benefits by upgrading tools and processes?If you’re still using email and spreadsheets, upgrading your project management tools may give you the productivity boost you need.Establishing a project management office is a significant time and money investment. You may want to start with implementing modern project management tools and processes with a platform like monday.com.Get startedEssential tools for establishing a PMO in your company. A successful project management office needs more than great hire to be successful.You also need to use the right set of tools that will help you adopt these best practices across your organization.Note: Even without a dedicated PMO, these tools can help your teams standardize their approaches and better coordinate to boost overall productivity.Software project documentation. Centralized software project documentation can help you manage all of the documents and assets involved in a project in one place. You can easily track files, task owners, completion status, approval status, and more.Encouraging teammates to update their own statuses and de-silo document creation increases their accountability and keeps the entire team aligned.Project roadmap. Roadmaps help keep the team focused on the company’s overall goals. After starting to work on a specific problem, it can be easy to go down a rabbit hole and tackle every adjacent issue.But that’s not always what’s best for the team, company, stakeholders, or customers. A roadmap helps teams stay the course.Of course, a roadmap shouldn’t be completely static. It needs to adapt to changing markets, customer needs, and company goals.That’s why it’s important to maintain a digital roadmap that your teams can access and edit at any time.High-level project plans. Before building a roadmap, you’ll need high-level project plans. The best format for these plans will depend on the overall methodology and the workflow of each project.For example, the monday.com R&D team uses the Scrum framework, so we rely on a specific Scrum sprint planning template.With the right high-level board format, teammates get transparency into who’s working on what, project progress, and a smoother overall process.Resource management. Effective resource management is crucial for tracking and overseeing all of your company resources, from materials to each team member’s time.Your company can’t afford to waste resources, and decisions are often stronger with collaboration. Enter: a shared resource management table.Feature or product backlog. If your team uses the Scrum framework or a similar framework to implement Agile, you need to expand on and prioritize your product backlog continually.Create a board for your backlog of potential features (user stories in Scrum) to plan your most efficient future sprints.Real-time KPI reports and dashboards. How do you know that a PMO or PMO tools are working? You’ll want to see an improvement in primary deliverables, or monitor key performance indicators (KPIs), for your different projects. If the performance improves across the board, you know that you’re on the right track.For a sales and marketing team focusing on a new market, the KPI would be leads and sales. Examples of development KPIs could be commitments and customer satisfaction ratings.Lay the foundation for a successful PMO. For a PMO to really impact your team, you need the right tools.monday.com gives you the foundation to create an interconnected project management office. Our Work OS adds a level of transparency to all projects while giving managers all the functionality they need to maximize efficiency.Take it for a spin and create your first project roadmap in just a few minutes. For more PMO resources, check out this article on developing a strategic plan for your PMO.Get started Rebecca is a writer and marketer using her experience to create sharp copy, engaging blogs and thought-leadership pieces. Raised in Columbus, OH, Rebecca now lives in Tel Aviv, where she enjoys the best beaches and bananas you can find. Link Copied! Related posts. Product updatesNew item and column menus, more automation...Happy New Year! To celebrate a new beginning, we’ve rolled out some impactful changes to monday.com.... 2 min read Product updatesmonday workdocs updates, better column visibility, and...Happy holidays from everyone at monday.com! Our developers have been busy adding festive additions to our... 3 min read Project management7 skills every digital project manager should master in...As a digital project manager, staying up to speed on all the skills, tech, and tech-skills you need can be... 1 min read Get started for free [kwBody] => Array ( [0] => stdClass Object ( [term] => project [tf] => 62 ) [1] => stdClass Object ( [term] => pmo [tf] => 36 ) [2] => stdClass Object ( [term] => company [tf] => 24 ) [3] => stdClass Object ( [term] => team [tf] => 20 ) [4] => stdClass Object ( [term] => management [tf] => 18 ) [5] => stdClass Object ( [term] => project management [tf] => 16 ) [6] => stdClass Object ( [term] => manager [tf] => 10 ) [7] => stdClass Object ( [term] => kpi [tf] => 10 ) [8] => stdClass Object ( [term] => time [tf] => 9 ) [9] => stdClass Object ( [term] => tool [tf] => 9 ) [10] => stdClass Object ( [term] => resource [tf] => 9 ) [11] => stdClass Object ( [term] => project manager [tf] => 8 ) [12] => stdClass Object ( [term] => work [tf] => 8 ) [13] => stdClass Object ( [term] => customer [tf] => 8 ) [14] => stdClass Object ( [term] => office [tf] => 7 ) [15] => stdClass Object ( [term] => roadmap [tf] => 7 ) [16] => stdClass Object ( [term] => min read [tf] => 6 ) [17] => stdClass Object ( [term] => cost [tf] => 6 ) [18] => stdClass Object ( [term] => managing [tf] => 6 ) [19] => stdClass Object ( [term] => benefit [tf] => 6 ) [20] => stdClass Object ( [term] => project management office [tf] => 5 ) [21] => stdClass Object ( [term] => management office [tf] => 5 ) [22] => stdClass Object ( [term] => process [tf] => 5 ) [23] => stdClass Object ( [term] => started [tf] => 5 ) [24] => stdClass Object ( [term] => level [tf] => 5 ) [25] => stdClass Object ( [term] => product [tf] => 5 ) [26] => stdClass Object ( [term] => framework [tf] => 5 ) [27] => stdClass Object ( [term] => improvement [tf] => 5 ) [28] => stdClass Object ( [term] => plan [tf] => 5 ) [29] => stdClass Object ( [term] => project kpi [tf] => 4 ) [30] => stdClass Object ( [term] => managing project [tf] => 4 ) [31] => stdClass Object ( [term] => create [tf] => 4 ) [32] => stdClass Object ( [term] => easier [tf] => 4 ) [33] => stdClass Object ( [term] => increase [tf] => 4 ) [34] => stdClass Object ( [term] => average [tf] => 4 ) [35] => stdClass Object ( [term] => productivity [tf] => 4 ) [36] => stdClass Object ( [term] => scrum [tf] => 4 ) [37] => stdClass Object ( [term] => project management methodology [tf] => 3 ) [38] => stdClass Object ( [term] => high level [tf] => 3 ) [39] => stdClass Object ( [term] => management methodology [tf] => 3 ) [40] => stdClass Object ( [term] => easier team [tf] => 3 ) [41] => stdClass Object ( [term] => company pmo [tf] => 3 ) [42] => stdClass Object ( [term] => average company [tf] => 3 ) [43] => stdClass Object ( [term] => customer satisfaction [tf] => 3 ) [44] => stdClass Object ( [term] => min [tf] => 3 ) ) [page_rank_decimal] => 54 [rank] => 12113 ) [17] => stdClass Object ( [position] => 18 [title] => What are the functions of a Project Management Office? | Sciforma [url] => https://www.sciforma.com/blog/what-are-functions-project-management-office [destination] => https://www.sciforma.com › blog › what-are-functions-... [description] => For project-based firms, establishing a Project Management Office (PMO) or another similar organizational unit dedicated to overseeing project activity is an increasingly common practice. However, at the planning or inception stage of the creation of a PMO, it can sometimes be difficult to determine which functions sho [isAmp] => [organic_position] => 18 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => What are the functions of a Project Management Office? [serp_description] => For project-based firms, establishing a Project Management Office (PMO) or another similar organizational unit dedicated to overseeing project activity is ... [hostname] => sciforma.com [canonical] => https://www.sciforma.com/blog/what-are-functions-project-management-office [h1] => What are the functions of a Project Management Office? 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As a matter of fact, it would be virtually impossible to draw a comprehensive list of all the roles and responsibilities that a PMO can potentially assume. Nonetheless, here is an overview of the core functions that Project Management Offices perform in organizations. It should come as no surprise that project monitoring and tracking form one of the key functions of the Project Management Office. In fact, the motivation for establishing a PMO is more often than not related to the need to improve the speed, quality and reliability of project execution. To deliver results in the area of execution performance, a PMO will oversee the delivery cycle to make sure that projects stay on time, within budget, and within scope. The PMO’s controlling action over project activity also involves ensuring primary and secondary stakeholder satisfaction and meeting any other requirement that may be tied to the performance of the project. To achieve this, PMOs consolidate and manipulate large sets of data related to projects. They will track and report on progress throughout the project life cycle, until completion and closure, in order to make activity and work more dependable. Some hands-on PMOs will actively get involved in execution and delivery tracking, while others will rather focus on providing support to project managers in order to ensure smooth delivery and project success. Additionally, a Project Management Office can enhance project performance by providing support to other populations involved in project management. Receiving general or expert advice from PPM specialists can be invaluable for teams, as it is not uncommon to see projects run by technical or operational staff with no specific project management training or background. A PMO can offer guidance on planning, scheduling, procurement, and all the execution and tracking related activities. Project teams can leverage the PMO’s knowledge of Project Portfolio Management standards and practices and its expertise to avoid execution pitfalls and make sure projects stay on track. Even for professional project management teams, the advice, insight and support of a PMO can still be an invaluable source of continuous learning and improvement. Lastly, PMOs can support project managers by executing advanced, specialized tasks for them or on their behalf. The creation of a Project Management Office is usually the starting point of a PPM structuration process in an organization. PMOs define and implement methodologies to standardize project management activities and processes within the firm. Basically, they will issue guidelines governing how a project should be managed throughout its cycle — from the creation of initial business cases to the management of delivery. The best practices, standard metrics and repeatable processes implemented by the PMO will drive increased consistency across project management teams, make different projects in different areas comparable, and improve overall project performance. Wherever this is possible, the Project Management Office will standardize those processes across all business units and departments at the level of the organization. As the guardian of Project Portfolio Management processes, the PMO formalizes these sets of methods and practices into a coherent Project Charter that should be made readily available to all the populations involved in project activity and evolved over time to reflect changes in the business environment, market conditions, or organizational strategy. Depending on the shape, line of business and culture of the organization, a PMO may favor linear delivery methodologies such as the Waterfall approach or the Vee model, or prefer a more Agile delivery framework. More and more PMOs elect to get the best of both worlds by crafting their own tailor-made hybrid process. At the instigation of the Project Management Office, the organization usually selects, procures and implements professional software to speed up and facilitate Project Portfolio Management activities. Contrary to a common misconception, PPM tools are not reserved for big firms and mega-projects. Even smaller-scale businesses can benefit vastly from the implementation of such solution tools, which are purposely designed to consolidate data and automate tasks. No business can afford to pass on the opportunity to increase productivity, improve data quality and optimize resource utilization! PPM software will break down projects into a series of phases and tasks in order to improve management, make tracking more granular, and leverage data intelligence. Robust tools feature a number of management and analysis capabilities, including simulation functionality and advanced analytics. With its PPM expertise, your PMO will be instrumental in choosing the right tool for your organization, assessing the requirements for configuration, carrying through the implementation, and championing user adoption. As such tools usually require at least a modicum of training — especially for non-professional project managers — the Project Management Office also spearheads the skill development effort through an array of more or less formal training programs and initiatives. A Project Management Office usually proves to be extremely useful when it comes to multi-project management. Because of shared resources, assets and equipment, the various projects that are being run within a company are always somewhat interdependent. With its cross-department view of project activity, the Project Management Office is able to ensure that such dependencies and constraints are anticipated, understood and managed in a timely manner in order to support the success of individual projects and to ensure overall optimization. PMOs also are in a perfect position to improve the management of programs — collections of related projects that are bundled together in order to maximize efficiency — and project portfolios. Unlike regular project managers, who typically have to stay focused on their operational delivery responsibilities, a PMO enjoys a bigger-picture view and is enabled to take a step back to gauge the balance and health of the organization’s programs and portfolios, performing or recommending adjustments where necessary. Managing programs and portfolios involves making investment decisions. It is all about making sure that the available funds are being utilized optimally, taking into account a wealth of parameters such as risk, probability for successful completion, strategic outcomes, market factors, implementation-related considerations, and so on. The PMO will help by collecting, maintaining and analyzing relevant data across multiple areas of the business. Armed with this knowledge, experienced PMO leaders are enabled to act as key advisors to senior executives. They can provide insight in order to assist business leaders in making informed, smart investment decisions regarding the organization’s portfolios. This is in fact one of the ways your Project Management Office will be able to demonstrate its usefulness and value to the C-suite. Managing the realization of business benefits is one of the most important functions of a Project Management Office. Your PMO will score and rank project ideas based on pre-established criteria in order to strategize the selection of potential projects. It will be able to analyze candidate projects so as to identify the ideas that are best aligned with the organization’s strategic objectives, to build sound, strong business cases with compelling cost/benefit ratios, and then manage outputs and track benefits throughout the project execution cycle to ensure realization of the expected outcomes. In order to facilitate and standardize project selection and prioritization, the Project Management Office will implement dedicated processes and governance systems. It will ensure that tools are properly used to gather the data and track project progress, set and maintain standard criteria and selection process, and define collaboration and decision-making mechanisms to clarify ownership of management and control responsibilities across stakeholders. Unless you are blessed to be working in an organization with boundless resources, optimizing the utilization of limited talent, funds and means of production is probably an everyday headache for your company. Project Management Offices help manage resources more effectively and improve the process for allocating and assigning resources across all projects. Visibility over schedules, budgets, project requirements, resource availability and workload enables them to define and manage priorities in order to provide the right resources for the right projects at the right time. This is particularly useful when it comes to critical resources — whether people, equipment, software — that have to be shared across projects. The Project Management Office ensures their availability and sees to it that resource specifications are met for each and every project. It is of equal importance to ensure that the pool of resources is utilized at optimum capacity to prevent financial waste and maintain team engagement. Computer-based simulations and what-if analyses will make it possible for your project Management Office to plan ahead and make sure that the allocation and utilization of resources are optimized over time. In addition to improving the distribution of resources across activities, the PMO will ensure the quality of the work environment and encourage interactions. It will disseminate common culture, language and mindset across the organization’s employees and departments in order to help harmonize work practices and facilitate collaboration. Shared KPIs and metrics, collaborative tools, common processes and best practices for intra- and inter-project collaboration will improve synchronization and productivity. Increased interactions between diverse teams also boosts creativity and versatility — as people get the chance to learn from one another — and tend to improve employee experience. The effort of the Project Management Office should help create a conducive work environment permeated by a culture of trust and constructive feedback. The importance of communication around project activities is often underestimated. Yet, as companies typically run similar projects, teams can benefit from the experience of their counterparts from other areas of the business. A Project Management Office will go a long way towards heightening and improving communication within the business by leveraging a number of communication tools and channels: Project Management tools with communication and collaboration-oriented features, community forums, etc. The PMO may also be very useful in preventing miscommunications or conflicting messages between teams. Last but not least the PMO can be instrumental in bridging the gap between strategic decision-makers and operations by relaying C-level decisions and orientations to project management teams. Project Management Offices also provide ongoing communications to teams and employees in order to inform them about industry best practices, emerging methodologies or management techniques. The PMO has a duty to stay abreast of project management-related innovation and new developments. By attending trade shows, professional conferences and events, it can be exposed to fresh ideas, or get inspired by the experience of other organizations. Then, it will pass on this knowledge and make sure it is assimilated and put into practice in the business. Project Management Offices also provide training services to project managers and project teams in order to ensure that their skills are and stay up to date. To optimize the fitness of human resources, they can encourage key individuals to engage in specific Project Portfolio Management certification programs like the Project Management Institute’s. PMOs will organize workshops, conferences or other learning modules on a regular basis, and provide ongoing support and coaching to the teams. The mentoring and training effort should ideally go beyond project teams to include project owners and senior sponsors, who might not always be fully aware of the requirements of project management activity. Generally speaking, a Project Management Office has a key role to play in institutional learning and memory. It will capture and disseminate the lessons learned from the past, archiving all the documentation around completed projects into a repository for future reference and analyzing it to extract actionable takeaways that can be used to make sure the firm doesn’t make the same recurring mistake over and over again. The functions and missions outlined above can be described as the core activities of a majority of PMOs. However, every Project Management Office is different. The size, the shape, the line of activity of your business, your organizational culture and management style are a few of the factors that will combine to help define the place and role that your PMO should have in order to maximize its value for your enterprise.   Key Takeaways. A Project Management Office is a multi-purpose organizational entity which may assume a variety of roles and functions in an organization. Among the most common PMO functions are: ensuring Monitoring and Control of Project Execution Performance; developing Project Management Methodologies; implementing Professional PPM Tools; coordinating Program and Portfolio Management; facilitating and improving Strategic Project Management; optimizing Resource Allocation and maximizing Resource Utilization; creating and maintaining Collaboration-Conducive Work Environments; and providing Information and Training for Institutional Improvement. This list of core functions should not be considered as comprehensive. At the end of the day, your PMO’s functions should be tailored to your organization’s unique needs and capabilities.   To learn more about the role of a PMO, consider reading:. How a PMO can boost the performance of Project Management ? The Role of the PMO in Project Portfolio Management Should you set up a PMO? Camélia Docquin . Camélia is Sciforma’s Marketing Manager for Europe and enjoys learning different perspectives of the current business environment and project management challenges that enterprises and individuals face daily. Main interests include : innovation, digital transformation, and strategy execution. Tweets by @sciforma Get more information, subscribe to News and Updates. Subscribe Related Articles. January 4, 2022 - Valerie Zeller Is Your Business Future-Ready? How to Prepare Your Business for the Future Key Takeaways: Organizations are not all equally prepared to face the challenges and seize the opportunities of the new, post-COVID world The businesses that are emerging… Read More December 22, 2021 - Benoît Boitard Optimizing the Governance of Your Project Portfolio. 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Key Takeaways: As important contributors to business productivity, project managers can be found in every type of organization and are increasingly in demand… Read More Load More Demo [kwBody] => Array ( [0] => stdClass Object ( [term] => project [tf] => 104 ) [1] => stdClass Object ( [term] => management [tf] => 58 ) [2] => stdClass Object ( [term] => project management [tf] => 43 ) [3] => stdClass Object ( [term] => pmo [tf] => 42 ) [4] => stdClass Object ( [term] => project management office [tf] => 26 ) [5] => stdClass Object ( [term] => management office [tf] => 26 ) [6] => stdClass Object ( [term] => office [tf] => 26 ) [7] => stdClass Object ( [term] => business [tf] => 24 ) [8] => stdClass Object ( [term] => organization [tf] => 22 ) [9] => stdClass Object ( [term] => resource [tf] => 15 ) [10] => stdClass Object ( [term] => portfolio [tf] => 14 ) [11] => stdClass Object ( [term] => activity [tf] => 13 ) [12] => stdClass Object ( [term] => order [tf] => 13 ) [13] => stdClass Object ( [term] => team [tf] => 13 ) [14] => stdClass Object ( [term] => function [tf] => 12 ) [15] => stdClass Object ( [term] => key [tf] => 12 ) [16] => stdClass Object ( [term] => process [tf] => 11 ) [17] => stdClass Object ( [term] => tool [tf] => 10 ) [18] => stdClass Object ( [term] => project manager [tf] => 9 ) [19] => stdClass Object ( [term] => manager [tf] => 9 ) [20] => stdClass Object ( [term] => ensure [tf] => 9 ) [21] => stdClass Object ( [term] => portfolio management [tf] => 8 ) [22] => stdClass Object ( [term] => practice [tf] => 8 ) [23] => stdClass Object ( [term] => improve [tf] => 8 ) [24] => stdClass Object ( [term] => execution [tf] => 8 ) [25] => stdClass Object ( [term] => takeaway [tf] => 8 ) [26] => stdClass Object ( [term] => project portfolio [tf] => 7 ) [27] => stdClass Object ( [term] => key takeaway [tf] => 7 ) [28] => stdClass Object ( [term] => training [tf] => 7 ) [29] => stdClass Object ( [term] => program [tf] => 7 ) [30] => stdClass Object ( [term] => read [tf] => 7 ) [31] => stdClass Object ( [term] => related [tf] => 7 ) [32] => stdClass Object ( [term] => delivery [tf] => 7 ) [33] => stdClass Object ( [term] => stay [tf] => 7 ) [34] => stdClass Object ( [term] => ppm [tf] => 7 ) [35] => stdClass Object ( [term] => data [tf] => 6 ) [36] => stdClass Object ( [term] => support [tf] => 6 ) [37] => stdClass Object ( [term] => function project management [tf] => 5 ) [38] => stdClass Object ( [term] => project portfolio management [tf] => 5 ) [39] => stdClass Object ( [term] => function project [tf] => 5 ) [40] => stdClass Object ( [term] => project activity [tf] => 5 ) [41] => stdClass Object ( [term] => program portfolio [tf] => 4 ) [42] => stdClass Object ( [term] => read december [tf] => 4 ) [43] => stdClass Object ( [term] => 2021 benoit [tf] => 4 ) [44] => stdClass Object ( [term] => project team [tf] => 4 ) [45] => stdClass Object ( [term] => management office pmo [tf] => 3 ) [46] => stdClass Object ( [term] => project management team [tf] => 3 ) [47] => stdClass Object ( [term] => 2021 benoit boitard [tf] => 3 ) [48] => stdClass Object ( [term] => office pmo [tf] => 3 ) [49] => stdClass Object ( [term] => project execution [tf] => 3 ) [50] => stdClass Object ( [term] => performance project [tf] => 3 ) [51] => stdClass Object ( [term] => management team [tf] => 3 ) [52] => stdClass Object ( [term] => management activity [tf] => 3 ) [53] => stdClass Object ( [term] => work environment [tf] => 3 ) [54] => stdClass Object ( [term] => role pmo [tf] => 3 ) [55] => stdClass Object ( [term] => valerie zeller [tf] => 3 ) [56] => stdClass Object ( [term] => benoit boitard [tf] => 3 ) ) [page_rank_decimal] => 46 [rank] => 436462 ) [18] => stdClass Object ( [position] => 19 [title] => What is PMO? 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Meidiana Aprilliani2021-09-14T16:41:33+07:0014 September 2021|Articles| According to a PMI survey of 3,234 project management practitioners worldwide, it is known that 80% of them have a PMO role in their organization. PMO, a term you may often hear when talking about project management. PMO itself stands for Project Management Office. The PMO is a team or department within an organization that is responsible for the central management of all developed projects. When it comes to specific duties and responsibilities, the answer varies depending on the policies of the organization itself. From the PMI survey above, it can be said that 8 out of 10 companies in the world have a PMO role. That is, this role is an integral part of the success and health of an organization and its projects. To discuss it more deeply, here’s a review that Tomps.id has summarized starting from the definition of PMO, responsibility, to the three types below! What is PMO?In A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, the Project Management Office (PMO) is defined as an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.The PMO’s responsibilities can range from providing project management support functions to direct management of one or more projects. Generally, PMO is also often referred to as Project Management Unit (PMU), Project Management Team (PMT), to Project Management Company/Contractor (PMC) if it is carried out by an external organization. This role is basically to provide the needed support for one or more projects. The role of PMO can be found in specific departments that are aimed at achieving project objectives. PMO can also be formed as a separate entity from the organization, although not at the executive level. PMO will no longer play a role after the project it supports ends. However, it should be noted that members and their infrastructure can join forces to serve other projects as co-PMOs. This is in line with what PMI’s Vice President of PMI Practitioner Career Development Division, Brian Weiss, said, according to the CIO. Weiss said PMOs are finally in place to help organizations provide value to their stakeholders for ongoing projects and programs. Roles and Responsibility of PMO. According to the PMBOK® Guide Fifth Edition, the main function of the PMO is to support the work of the project manager in various ways such as: 1. Make recommendations 2. Lead knowledge transfer 3. Terminate projects 4. Take other actions, as required 5. Managing shared resources across all projects administered by the PMO 6. Identifying and developing project management methodology, best practices, and standards 7. Coaching, mentoring, training, and oversight 8. Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits 9. Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets) 10. Coordinating communication across projects, and many more.  According to CIO, Michael Fritsch, Vice President of PMO Confoe said that a good PMO can do the following: 1. Provides tangible, repeatable, long-term benefits to the business 2. Aligns with corporate strategy and culture 3. Agile enough to adapt as strategy shifts 4. Key enabler for the high-performing organization 5. Integrates data and information from corporate strategic projects/supports the balanced scorecard 6. Enables sharing of resources, methodologies, tools, and techniques for project success across the enterprise 7. Identifies and develops project management methodology, best practices, and standards 8. Coaches, mentors, trains and provides oversight for project managers and staff 3 Types Of PMO. There are several types of PMOs in organizations. Each type also varies in the level of control and influence on projects within the organization, such as: 1. Supportive Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low. 2. Controlling Controlling PMOs provide support and require compliance through various means. The degree of control provided by the PMO is moderate. Compliance may involve: -Adoption of project management frameworks or methodologies -Use of specific templates, forms, and tools -Conformance to governance frameworks 3. Directive Directive PMOs take control of the projects by directly managing the projects. Project managers are assigned by and report to the PMO. The degree of control provided by the PMO is high. PMO is the natural link between an organization’s portfolio, programs, projects, and the organization’s measurement system (balanced scorecard). Therefore, it is not surprising that 8 out of 10 organizations in the world have adopted this one role to support the smooth running of their business. How about your organization? Read other interesting and latest information about project management here with Tomps, your project management solution! Read More Interesting Articles! The Easiest Way To Create S Curve Gantt Chart, Try Now! 7 Benefits of Using Project Management Software for Your Project Want To Lie Down All Day? 7 Powerful Tips For Working From Home 4 Ways Preventing Project Cost Overrun Effectively! Share this, choose your platform! FacebookTwitterRedditLinkedInWhatsAppTumblrPinterestVkEmail Related Posts . Project Management: Definition, Functions, Phases and How to Optimize It . 11 January 2022 7 PMO Manager Certifications That Are Useful For Your Career in 2022 . 4 January 2022 Project Scope vs Product Scope: Understanding and 5 Way To Define It . 31 December 2021 PERT Chart: Terms, Advantages, Disadvantages, and 6 Steps to Creat It . 28 December 2021 [https://tomps.id/wp-content/uploads/2020/09/sticky-logo.png] Jakdiva, Lt. 14 Menara Multimedia Jl. Kebon Sirih, Jakarta Pusat [email protected] www.tomps.id STAY CONNECTED WITH TOMPS Get the latest information and explore more about Tomps social media. [data:image/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==][https://tomps.id/wp-content/uploads/2020/09/sticky-logo.png] Jakdiva, Lt. 14 Menara Multimedia Jl. Kebon Sirih, Jakarta Pusat [email protected] www.tomps.id STAY CONNECTED WITH TOMPS Get the latest information and explore more about Tomps social media. Copyright © 2020. Tomps – Project Management Solution. 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A Guide to PMO | Toptal [url] => https://www.toptal.com/project-managers/project-management-consultant/project-management-office-guide [destination] => https://www.toptal.com › project-managers › project-m... [description] => As organizations are challenged with new technology and complex projects, managing programs become more essential for today’s business. What is PMO? Gain insight on how project management office functions provide a path to success in project delivery [isAmp] => [organic_position] => 20 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => What Is PMO? A Guide to Project Management Office - Toptal [serp_description] => The PMO plays a key role in the management of projects from a strategic level. Unlike project management, which focuses on the day-to-day activities within a ... [hostname] => toptal.com [canonical] => https://www.toptal.com/project-managers/project-management-consultant/project-management-office-guide [h1] => What Is PMO? 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[tag] => h3 [children] => Array ( ) ) ) ) [4] => stdClass Object ( [level] => 2 [name] => Toptal Project Managers. [tag] => h2 [children] => Array ( ) ) ) [og] => stdClass Object ( [ogImage] => https://bs-uploads.toptal.io/blackfish-uploads/components/seo/content/og_image_file/og_image/738082/0620-UltimateGuidePMO-Waldek_Social-1d7509711cccfe5e9dcb24911a995ddb.png ) [schema_type] => Array ( [0] => Article ) [comment_questions] => Array ( ) [body] => What Is PMO? A Guide to Project Management OfficeEver wondered how to successfully improve the delivery of projects in your organization? Using PMO best practices, business can drive consistent delivery of projects in today’s competitive environment.AuthorAuthorSimone TheeboomSimone is a seasoned agile product manager boasting 15 years of experience delivering digital journeys that delight online customers.SHARESHAREAccording to PMSolutions’ “State of the PMO” report, the percentage of organizations with a project management office (PMO) increased from 61 percent in 2007 to 71 percent more recently (2017). Companies are competing in an ever-revolving door of digital complexity. This creates increased pressure to deliver a higher volume of projects with finite resources, while still growing the business. With the fast-paced digital expansion and constant disruption of technologies, uprooting stable industries and companies need to maintain and grow their market share or die by the sword trying. Balancing multiple projects is becoming increasingly important, as organizations recognize its value in a competitive landscape, where maximizing resources and hitting timelines can be the difference between sink or swim in this fast-paced climate. The PMO’s management principles are based on industry-standard methodologies documented in PRINCE2 or guidelines from the PMBOK that focus on planning, organizing, staffing, executing and controlling operations of an organization to ensure maximum output with minimal errors. But is there a one size fits all project management office? Let’s examine what a PMO does and if your organization should consider this approach in managing projects. What is a PMO and Why Do You Need One? The PMO plays a key role in the management of projects from a strategic level. Unlike project management, which focuses on the day-to-day activities within a project team, the PMO acts as a framework for project managers, providing PMO methodologies and templates for managing programs within an organization. It controls the project management resources needed to maintain and deploy projects. It also assists with specific PMO tools such as Smartsheet, Pert, and Gantt charts that will provide guidance and support to other teams on how to manage projects. Leadership teams within an organization typically have other important work to focus on in running the business and don’t have the capacity or potentially the skills to keep track of all the projects in-play at a high level. Project managers are busy with their day-to-day activities and their teams, so this abyss is left unmanned, with no one prioritizing from 30,000 feet on how to deliver the many projects an organization needs to accomplish in a fiscal year. Communication is staggered as senior management does not have a solid overall picture of the health of their business at a grassroots level. PMO Responsibilities. Governance. Setting best practices for developing programs across an organization. It focuses on procedures by standardizing PMO methodologies needed across departments. Communication. Bridging the gap between senior management, department leads, and project managers to ensure communication and project status updates are streamlined can be a mammoth task in large organizations. Having this PMO function centralized ensures senior management is aware of what projects are at risk and potentially highlight missed opportunities with the intent to put an action plan in place to correct the downward trajectory of the project. Managing resources. The PMO manages the interdependencies between projects, minimizing resource waste and errors as well as repeatable work that was accomplished already. It leverages off these learnings and gathers the lessons learned, making them available to other project teams to increase further optimization and shorten timelines. It creates synergy amongst project managers ensuring a smoother sail on a project basis. Coaching. The PMO trains and mentors project managers as well as team leads, increasing the value of the team’s skill set while also promoting project management best practices within an organization, giving them a voice to steer the project in the right direction. Strategic planning. The PMO is a key player responsible for helping senior management in focusing on which projects need to be eliminated and how to prioritize based on long-term strategic goals. Different Types of PMOs. Where the PMO fits into your company’s hierarchy structure will depend on what your business wants to achieve across its many projects and the alignment needed to create a unique PMO function to manage specific tasks that must be assigned. Those tasks, in turn, are based on the needs of your organization. There are different types of PMOs that organizations can consider. Enterprise PMO: Ensures that projects align with the organization vision and strategy. Typically enterprise PMOs report to the CEO and have the authority to make strategic and tactical decisions across all projects. Divisional PMO: Provides support to projects for a specific line of business within the organization. This includes program management, training, resource planning, and project coordination. Project PMO: This is established for the duration of a single project or program. It includes administrative support, controlling, monitoring and reporting. Project Management Center of Excellence: Defines project management standards and procedures, methods and tools to support project teams across the organization. Does Your Organization Need a PMO? To successfully implement PMO methodologies, companies must remember a few key concepts: The role of the PMO must clearly be defined, leaving no ambiguity for responsibility. Rather than assigning multiple PMO roles and responsibilities, focus on what the organization needs to accomplish across both short and long-term objectives. The commitment of senior management is required for a PMO to be accepted by all parts of the organization. Without this mandate, the PMO department is just another silo fighting to establish its voice in the organization. Before hiring a PMO, take the time to understand what a project management office is, and how it can benefit the organization in the long-term. From there, implement an action plan that provides clear PMO KPIs to assess the benefits of a PMO. However, it’s important to keep in mind that not every organization needs a PMO—especially in the initial stages of doing business. As a company matures, this question of whether to bring on a PMO or not becomes increasingly relevant. For larger organizations that have multiple programs operating at the same time, there certainly is a benefit to investing in the PMO framework, with the objective of clearer communication amongst internal stakeholders and the delivery of PMO KPIs. To further understand how company size influences the need for a PMO, let’s take a look at some data: 90% of large enterprises have a PMO 88% of midsize companies have a PMO 61% of small companies have a PMO Overall, 71% of companies have a PMO and this number has increased by ten in the past decade. There is a tendency for organizations to start a project management office without assessing the risks and benefits upfront. If a PMO is done poorly, it can set a company back in terms of project delivery but also create negative feelings towards project management, making stakeholders nervous to invest time and money to implement this again at a future date. According to PMI’s 2017 Pulse of the Profession, companies that align their enterprise-wide PMO structure to senior management strategy had 38% more projects meet original goals than those that did not. The following benefits to implementing PMO span companies regardless of which sector they operate in: Providing a standardized project management methodology and PMO best practices with tangible, long-term benefits to an organization. Communication processes become streamlined across programs, allowing increased collaboration among teams. Project managers can focus on day-to-day operational tasks. They can provide coaching opportunities to team members, improving skill sets where needed. Offering standardized use of project management tools and software makes moving resources between projects simpler. Sharing of resources between projects will allow strong teams to prosper. Assessing a PMO Framework. Project failures are costly. Last year the Project Management Institute (PMI) reported the amount of money lost to failed projects was on average a $97 million for every $1 billion. The best place to assess an organization’s PMO objectives is to consider how teams work together across multiple systems. Focus on the process of collaboration both within a team and across the organization and assess whether stakeholders have a thorough understanding of how projects run and have visibility into project performance When teams work in silos, there is a financial cost which may result in a business missing opportunities. Silos hamper growth and efficiency in an organization, which can result in duplication of work produced by different departments as well as demotivated teams, disengaged from driving results and hitting their KPI’s. The PMO should ensure all teams use consistent project management methodologies and that standardized software is used to manage all projects. Tools and software are great to enable your teams to work efficiently but if not used properly across the organization, it can become a costly business. This can impact the use of the management of tools from security to compliance concerns. Another consideration is that allowing project teams to use different tools, brings divergent working approaches. This can hinder the reallocation of resources where an organization needs them most, impacting the cost of the project, time to market and bottom line. Some organizations see senior management so far removed from day to day activities, that they are unaware of the risk impact on projects in-play, resulting in poor delivery time, wasted resources and being over budget. Organizations strive to be results-oriented, which is critical to their business plans and success. The PMO framework can be a valuable asset in identifying areas for improvement and ensuring the organization is delivering optimal projects on time and within budget. Measuring up for Success in a PMO? A survey by KPMG found that nearly 80% of organizations rated their PMOs to be “moderately” to “extremely effective” in supporting change within the organization. According to a Gartner survey, 70% of organizations that implemented a PMO reported an improvement in project success rates. Measuring the success of a PMO allows senior management to make informed decisions on how best source to adjust a project’s outcome. An organization must first define and agree on what will be measured to attain PMO success. Set three to five KPIs that are realistic to measure and track them. Here is the list of KPIs you can try measuring: The number of projects completed against those that were either abandoned or incomplete. Focus on those projects with PMO involvement against those projects where PMO provided no input. Compare estimated project costs against the actual cost to the business. This can be an important business driver and more weight can be placed on this KPI. Analyze the return of investment (ROI) on projects coordinated by PMO against those that had no PMO involvement. This can validate the PMO framework. Or it will highlight where changes to the PMO framework are needed. Year on year (YoY) analysis on time that has taken to deliver projects of the same size or priority level. Ensure you compare apples to apples to measure this KPI fairly. If not, the output will be ineffective and won’t assist in driving project improvements. Calculate whether resources were appropriately allocated for projects. Ensure the right number of resources were available on a project. This PMO KPI will assess the impact of projects being delivered on time. Survey the project teams about the PMO process and its impact on their projects. Was it useful having PMO involvement? Did the PMO provide coaching and mentoring that improved the skills of the project teams? The outcome of measuring PMO should yield improvements to the PMO functions in projects still to come. Assessing PMO KPIs after each project delivery will ensure the growth and sustainability of the PMO. Conclusion: PMO Is More Relevant Than Ever Before. Even though there have been advances in program delivery using both waterfall and agile methodologies, more thought could be placed around the delivery of projects including deployment and product launches. Think about the end-goal for your projects and some of the challenges you face today. Assessing these pain-points, allows your organization to tailor a better fit to the PMO functions needed in managing projects. It can best serve management and project teams in this complex technological environment. PMOs are constantly evolving with new technologies, methodologies, and mindsets of project teams. By adapting to your company environment, a PMO can take on a wider range of functions and responsibilities, supporting projects across the business. The PMO framework of the future will need to be flexible to accommodate program growth and align with an organization’s long-term strategy in a more meaningful way. As organizations are challenged with new technology needs, remote working environments, and increasing project complexity, the benefits of the PMO are more compelling than ever before. Understanding the basics. What are the roles and responsibilities of PMO?The project management office strives to standardize the execution of projects in an organization. PMO objectives can be focused on governance, communication, managing resources, strategic planning, and coaching.Why is the project management office so important?Project management office can help reduce project failures. Last year there was an average of $97 million for every $1 billion failed projects. No business will succeed if its projects are managed inefficiently based on delivery time, resources and budget. This is where PMO can help best.What are the benefits of a PMO?PMO benefits help streamline communication across all projects with internal stakeholders, including management. PMO provides coaching that allows for opportunities to improve skill sets where needed. PMO allows resources to be invested where an organization needs them the most.What is the purpose of a PMO?The purpose of a PMO depends on the needs of an organization it serves. The PMO function must define the standardized processes that govern project management including the tools used to manage projects.Why is a PMO needed?PMO provides governance over managing projects across an organization. PMO bridges the gap between senior management, and other teams to improve project communication. PMO manages interdependencies between projects and can be helpful in coaching project managers and team leads, promoting improved skill sets.World-class articles, delivered weekly.Subscription implies consent to our privacy policyThank you!Check out your inbox to confirm your invite.World-class articles, delivered weekly.Subscription implies consent to our privacy policyThank you!Check out your inbox to confirm your invite.Toptal Project Managers. Join the Toptal® community. 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A Guide to the Project Management Office [url] => https://unito.io/blog/what-is-pmo-project-management-office/ [destination] => https://unito.io › blog › what-is-pmo-project-manageme... [description] => A project management office (or PMO) is responsible for establishing best practices in an organization. Here's how they do it [isAmp] => [date] => May 28, 2021 [organic_position] => 21 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => What is PMO? A Guide to the Project Management Office - Unito [serp_description] => As more and more companies recognize the importance of project managers, the popularity of the PMO — or project management office — is ... [hostname] => unito.io [canonical] => https://unito.io/blog/what-is-pmo-project-management-office/ [h1] => What is PMO? A Guide to the Project Management Office [h2] => Array ( [0] => What is PMO? [1] => What does a project management office do? 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[tag] => h4 [children] => Array ( ) ) ) ) ) ) [6] => stdClass Object ( [level] => 2 [name] => Before you go. [tag] => h2 [children] => Array ( ) ) ) [og] => stdClass Object ( [ogImage] => https://unito.io/wp-content/uploads/2020/09/Blog_Header_WhatIsPMO.jpg ) [schema_type] => Array ( ) [comment_questions] => Array ( ) [body] => What is PMO? A Guide to the Project Management Office Unito home / Blog / What is PMO? A Guide to the Project Management Office Published in Project management on 28/05/2021, last updated 24/11/2021. As more and more companies recognize the importance of project managers, the popularity of the PMO — or project management office — is rising. According to research conducted by PM Solutions, the percentage of businesses with designated PMOs rose from 48% to 85% from 2000 to 2016.  But what is PMO? In this post we’ll explain its meaning, discuss the core structure of an efficient PMO, and help you figure out whether it’s the right fit for your business.  What is PMO? . Put simply, a PMO is a group within a business or organization whose main job is to set standards for work and processes amongst internal project managers.  The PMO establishes best practices, key metrics, documentation, and necessary training for the project managers within a company. Think of the PMO as a kind of headquarters, or home base, for everything project management-related within a business or organization.  The PMO lays the foundation on which businesses can build a proactive approach to project management. With this central base, project managers across departments are able to work consistently, and confidently. There’s no guessing whether the process you’re implementing is right for the business  — the PMO lays it out for you.  What does a project management office do? It’s one thing to say that a PMO is responsible for laying out best practices. But let’s take a moment to drill down into specific responsibilities of a project management office. Create processes and standards in alignment with the organization’s overall goals, culture, and strategies in mind.Adapt and change these defined processes and methodologies as needed.Identify any issues or gaps in project management methodologies and processes within the business. Use research and data to inform their strategic decisions.Share tips, processes, data, and resources regularly with the entire company.Coach and train project managers and any relevant team members. A project management office goes beyond just printing out project management best practices and sticking them on the wall. They’re deeply involved in making sure that each project goes off without a hitch. Project managers can look to their PMO at every stage of a project, whether things are going well or not. If they need to improve adoption of project management practices across the organization, they’ll rely on their PMO as well. The three types of PMOs. Every project management office is different, but they can be broadly organized into three categories. These categories are organized across two variables: influence and control. A PMO will fall in one category or another depending on how much influence and control they exert over projects and their contributors. The three types are: Supportive: This kind PMO is less about direct control and more about influence. They act like more of a consultant, advising project managers, teams, and individual contributors alike on best practices without having the authority to tell anyone what to do.Controlling: PMOs that fall in this category use direct control to implement best practices. They have means of forcing compliance to their guidelines, whether that’s directly or through other leaders in the organization.Directive: These PMOs don’t worry about influence or enforcing compliance. Instead, they take direct control of an organization’s projects. No type is inherently better than another. One type of project management office might work for a specific organization while another would just create friction. Adopt one type, see if it works for your projects, and re-evaluate. Structure of the PMO. As the central structure responsible for project management success within a business, the members of a PMO must understand exactly what the organization — and their team — requires. Due to this high level of responsibility, it’s important to take seniority and experience into account when building your project management office.  Roles within the PMO often include:  A PMO Director who is in charge of projects and procedures across the entire business. This person will ultimately establish standards, tools, project processes, and decide on resource distribution and management. They will also act as liaison between the project managers and executives in the organization. Project and program managers who report into the PMO. They follow the lead of the PMO Director and implement the established processes and best practices. Project schedulers who work with the PMO Director and project managers to schedule projects and tasks. A project specialist who provides hands-on, direct assistance to project managers . A PMO trainer or coach who, depending on the size of the organization, trains staff members on topics such as process, leadership, software and tools, and strategic alignment. Administrative staff who help with various tasks and key follow-up initiatives to ensure the PMO is working efficiently.  PMO benefits and challenges. Like any organizational structure, a PMO has its own set of benefits and challenges. The key here is to understand these pros and cons before your organization moves forward with establishing your internal office.  Benefits. Keeps projects on track. A successful PMO will ensure that projects run smoothly and efficiently, ultimately decreasing the number of failed projects. Delivers projects on or under budget. With standardized resource management in place, and a number of gatekeepers involved, working according to a budget is much easier with a dedicated PMO. Aligns projects with company strategy. Project managers are given the tools and support they need to actually apply business strategy and work with company goals in mind. Improves business outcomes with talent. With a dedicated training development plan, employees are empowered to improve their knowledge and skills within the organization. Boosts communication across the organization. As the connecting force between executives and employees executing tasks, the PMO helps establish clear communication between all parties.  Challenges. While it might seem obvious why a business would want a PMO, there are definite challenges to consider before diving right in. Here are some of the issues or constraints to think about when considering a PMO:  Proving the value. Establishing a PMO isn’t a cheap endeavour, so it’s important to show, rather than tell, how it could benefit your organization. Change management. When things have been done a certain way for a long time, it can be difficult to initiate new processes across an organization. If you decide to establish a PMO, you may face backlash or roadblocks from other members of the business. Lack of understanding. Stakeholders, executives, and other project managers may have a hard time understanding the role of the PMO within the business. And the office’s members may not have a deep enough understanding of the business itself (goals, strategy, business cycles, etc.). This would need to be remedied before moving forward. Lack of resources. There’s no denying that a PMO will require resources, whether that be budgetary, talent, or time. If your organization lacks any of these, you may have a difficult time establishing and managing a project management office.Consistency. If you don’t have the right trainers or educators in place, there’s a good chance that processes will not be carried out consistently across the business. In the end, this could end up being a bigger issue than not having a PMO in the first place. Do you need a PMO? Now that you understand some of the benefits and challenges of a PMO, we can dive deeper into figuring out whether your organization requires one.  First, ask yourself the following questions:  Are projects consistently completed past due dates? Do your projects often go over budget? Are stakeholders regularly asking project managers for updates on projects? Does every project seem like it follows a different workflow? Do you often find yourself confused when trying to determine whether a project was successful or not?  If you answered yes to three or more of these questions, your business could benefit from a PMO. That said, there are other factors to consider.  What is the size of your organization? . The larger the business, the more effective and necessary a project management office becomes. That’s not to say that a smaller business wouldn’t benefit, but the resource allotment and ROI might not be the most effective here.  What is your business’ budget? . Even in big organizations, budgets can be tight. If your organization is going through a rough patch, or trying to reserve resources immediately, it might not be the best time to introduce a PMO (which possibly requires new senior talent, time resources, and change management).  Why does your business want a PMO? . If it’s because other organizations have one, you might want to take a step back. You should only create a project management office for the right reasons. Consider the need before you start investing any internal resources. To be successful, the goals of the PMO need to align with the goals of the business.  As projects — and organizations — get more sophisticated, a dedicated PMO can help you deliver projects on time, within scope, and save you a bunch of effort along the way. With the right investment, it will also help you scale your projects and ultimately reach and exceed your business goals.  Before you go. Struggling to get work done across tools? Tool stacks are growing at an unprecedented rate, as are the headaches associated with them. You probably have a favorite tool where you get most of your work done, but it’s not always what your colleagues want to use. Instead of wasting time copy-pasting data and switching tools, why not try Unito? Unito has the deepest two-way integrations for the market’s most popular work tools. In just a few minutes, you can build your first flow, start syncing work items, and save time. Used to determine if footer.php has loaded for integration tests Used to indicate the current page id hidden We use cookies to provide and improve our services. Learn more about our use of cookies. 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At the project level, a project management office provides a project manager to help ensure everything stays on schedule and in line with stakeholder goals.On a more holistic, organizational level, a PMO owns and maintains standards and methods. They might work on optimizing efficiency, documenting processes and reporting project progress. This can help leaders make strategic decisions about which projects to continue to invest in.If you’ve worked with a project manager (PM) on a project, you probably know the difference they can make. You’re better able to focus on your work while they’re keeping track of deadlines, next steps, and deliverables. In a survey by PricewaterhouseCoopers, 74% of organizations with a PMO set up for six years or more reported better performance and quality.A bit about Tallyfy. Are you looking to automate tasks between co-workers or clients? You've found the right app for that! With Tallyfy - you can automate tasks and business processes - within minutes.Let's resume the rest of this article!A PMO is kind of a no-brainer – they keep projects on track, you get better insight into performance, etc. – but that doesn’t make it any easier to take the initiative to start one. To help you assess whether a PMO is worth investing the time and energy in, we’ve put together a list of reasons of why it’s worth it.What is Tallyfy?Tallyfy helps you document and automate tasks between co-workers and clients Click here to learn about TallyfyWhy You Need a PMO – Top 10 Benefits. Every company is different, but the benefits of project management are universal. There are benefits to having someone who owns project management best practices for the organization. Even if it’s an office of one, a PMO can help…Increase Consistency. By owning and maintaining best practices, the PMO helps ensure procedures are maintained. That way, teams don’t have to reinvent the wheel with each project. They have a standing approach to leverage, and if they’re at a loss for how to move forward they can refer to the PMO for guidance.Hold Teams Accountable. Someone from the PMO can provide a needed outside perspective to keep teams on track. This is both in terms of project goals, timeline, and deliverables. They’re there to make sure the project stays on schedule. Depending on the type of PMO you have set up, they might also make strategic decisions to help a struggling project.A PMO can also help maintain company strategy and culture in projects. They can hold teams’ work and behaviors to company standards. For instance, if company values state to communicate candidly about issues, they might mediate a discussion with the team.Stay Nimble. When you want to seize a new opportunity or go in a different direction, you may need to change course on the fly. In that situation, it helps to know the status of different projects and identify which one should be put on hold. A PMO’s regular reporting on project progress can help inform strategic decisions.Share Knowledge. Very often teams will learn something new as they work through a problem. A few hundred feet away, another team may be struggling with a similar challenge. With a PMO, you can centralize your teams’ learnings in one place. This makes it easier to share and distribute knowledge, as well as new tools, industry insights, techniques and process steps.Analyze Performance Data. Leverage the PMO’s data on projects’ success to tap into enterprise-wide performance insights. You could track project types, teams, time of year, project length and more to start to identify performance trends. For instance, you might notice some teams are better with certain project types and decide to make them more specialized.You can also identify areas where your organization might improve. If your average project time is high, you might investigate why and work with your PMO to streamline processes or bring in a new project management framework altogether.Educate Others. You can tap the knowledge of your project management office to promote best practices in the organization. For instance, a member of your PMO could present on project management topics or write a simple project management newsletter with tips and reminders.Stay Up to Date on Best Practices. Part of the PMO’s responsibility should be to stay up on PM best practices. They could attend conferences, read the latest industry publications and network with peers. They should then inform the organization’s PM standards with the latest and greatest from the project management community.Tap an External Vendor’s Knowledge. Your PMO doesn’t have to be internal. You can work with an external company to handle the duties a project management office would. This affords even more of an outsider’s perspective, which can help counteract groupthink and blind spots. They’re also especially insulated from internal politics.Break Down Silos. Projects often pull together people from different areas of the organization. They may have different priorities, managers, and working styles. A project manager’s job is to keep everyone communicating and mediate those different perspectives to keep everyone moving forward.Every company is different, and the decision to start a PMO needs to be carefully considered. Assess your strengths and weaknesses when it comes to project management. Frankly evaluate whether you have issues with silos, hitting dates or remaining nimble. You could probably benefit from project management office. Or, if you’re about to make a significant change or kick off a big project, you should also consider getting a PMO up and running.Setting Up a Project Management Office. Now that you’re more familiar with what a PMO does, it’s time to implement one. Your company may be hesitant to change, but the good news is you can start simple. A PMO should be tailored to fit your organization. There are different types of PMOs, including supportive, which provides suggestions and guidance, controlling for holding teams accountable to deadlines, and directive for actively managing projects. The type you choose should depend on your culture, goals, and how intensely you need a project management office to intervene.Once you determine the best type for your team, keep in mind best practices as you build your PMO.  Gartner recommends seven best practices, including starting with the right people, identifying the PMO’s objectives and defining a framework to structure what success looks like.If you need a refresher on why project management is important or what a project manager does, read our guide on “What is Project Management?”Next Steps. Document processes, onboard and train your team from anywhereTrack processes to prevent errors and omissionsAutomate business decisions and client experiencesSee more about TallyfyTry Tallyfy for freeTalk to Tallyfy SalesHIPAA Compliance Policy6 Essential Change Management Models to Help Innovate & GrowWhat is Lean Management & How To Make Processes LeanerValue Chain Analysis: What it is and How to Use itWhat is Zapier and How to Automate Your Business [3+ Examples]Top 14 Customer Experience Management Software [2019 February] Ignite static procedures and flowcharts into real-time workflows between peopleStart automating workflows now with your free 14-day trial of Tallyfy  TRY TALLYFY FREE         DISCUSS MY QUESTIONS   Automate tasks between people. See the benefits of modern task automation Watch a real-time demoNo email address or signup needed [kwBody] => Array ( [0] => stdClass Object ( [term] => project [tf] => 42 ) [1] => stdClass Object ( [term] => pmo [tf] => 32 ) [2] => stdClass Object ( [term] => management [tf] => 21 ) [3] => stdClass Object ( [term] => project management [tf] => 18 ) [4] => stdClass Object ( [term] => team [tf] => 12 ) [5] => stdClass Object ( [term] => task [tf] => 9 ) [6] => stdClass Object ( [term] => organization [tf] => 9 ) [7] => stdClass Object ( [term] => office [tf] => 9 ) [8] => stdClass Object ( [term] => project management office [tf] => 8 ) [9] => stdClass Object ( [term] => management office [tf] => 8 ) [10] => stdClass Object ( [term] => manager [tf] => 8 ) [11] => stdClass Object ( [term] => tallyfy [tf] => 8 ) [12] => stdClass Object ( [term] => automate task [tf] => 7 ) [13] => stdClass Object ( [term] => process [tf] => 7 ) [14] => stdClass Object ( [term] => company [tf] => 7 ) [15] => stdClass Object ( [term] => practice [tf] => 7 ) [16] => stdClass Object ( [term] => project manager [tf] => 6 ) [17] => stdClass Object ( [term] => benefit [tf] => 6 ) [18] => stdClass Object ( [term] => automate [tf] => 6 ) [19] => stdClass Object ( [term] => work [tf] => 6 ) [20] => stdClass Object ( [term] => time [tf] => 6 ) [21] => stdClass Object ( [term] => type [tf] => 6 ) [22] => stdClass Object ( [term] => knowledge [tf] => 5 ) [23] => stdClass Object ( [term] => performance [tf] => 5 ) [24] => stdClass Object ( [term] => office pmo [tf] => 4 ) [25] => stdClass Object ( [term] => business [tf] => 4 ) [26] => stdClass Object ( [term] => decision [tf] => 4 ) [27] => stdClass Object ( [term] => track [tf] => 4 ) [28] => stdClass Object ( [term] => start [tf] => 4 ) [29] => stdClass Object ( [term] => change [tf] => 4 ) [30] => stdClass Object ( [term] => tallyfy automate task [tf] => 3 ) [31] => stdClass Object ( [term] => tallyfy automate [tf] => 3 ) [32] => stdClass Object ( [term] => project type [tf] => 3 ) [33] => stdClass Object ( [term] => client [tf] => 3 ) [34] => stdClass Object ( [term] => insight [tf] => 3 ) [35] => stdClass Object ( [term] => help [tf] => 3 ) [36] => stdClass Object ( [term] => instance [tf] => 3 ) [37] => stdClass Object ( [term] => identify [tf] => 3 ) [38] => stdClass Object ( [term] => person [tf] => 3 ) ) [page_rank_decimal] => 42 [rank] => 1335421 ) [22] => stdClass Object ( [position] => 23 [title] => A Quick Guide to the Project Management Office (PMO) [url] => https://www.brightwork.com/blog/a-quick-guide-to-the-project-management-office [destination] => https://www.brightwork.com › blog › a-quick-guide-to-... [description] => Ensuring projects are delivered to agreed standards is the responsibility of the Project Management Office (PMO) [isAmp] => [date] => Apr 10, 2018 [organic_position] => 23 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => A Quick Guide to the Project Management Office (PMO) [serp_description] => Ensuring projects are delivered to agreed standards is the responsibility of the Project Management Office (PMO). [hostname] => brightwork.com [canonical] => https://www.brightwork.com/blog/a-quick-guide-to-the-project-management-office [h1] => A Quick Guide to the Project Management Office (PMO) [h2] => Array ( [0] => What is a Project Management Office? [1] => PMO Responsibilities and Benefits [2] => 5 Common PMO Frameworks [3] => 5 Steps to Establishing a Project Management Office ) [h3] => Array ( [0] => 1. Organizational Unit PMO/Business Unit PMO/Departmental PMO [1] => 2. Project-Specific PMO/Project Office/Program Office [2] => 3. 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[Download here]. [tag] => h4 [children] => Array ( ) ) [1] => stdClass Object ( [level] => 2 [name] =>  . [tag] => h2 [children] => Array ( ) ) [2] => stdClass Object ( [level] => 2 [name] => What is a Project Management Office? [tag] => h2 [children] => Array ( [0] => stdClass Object ( [level] => 6 [name] => A project management office refers to a group or department within a business responsible for defining and maintaining project management standards throughout the organization. [tag] => h6 [children] => Array ( ) ) ) ) [3] => stdClass Object ( [level] => 2 [name] => PMO Responsibilities and Benefits. [tag] => h2 [children] => Array ( ) ) [4] => stdClass Object ( [level] => 2 [name] => 5 Common PMO Frameworks. [tag] => h2 [children] => Array ( [0] => stdClass Object ( [level] => 3 [name] => 1. Organizational Unit PMO/Business Unit PMO/Departmental PMO. [tag] => h3 [children] => Array ( ) ) [1] => stdClass Object ( [level] => 3 [name] =>  . [tag] => h3 [children] => Array ( ) ) [2] => stdClass Object ( [level] => 3 [name] => 2. Project-Specific PMO/Project Office/Program Office. [tag] => h3 [children] => Array ( ) ) [3] => stdClass Object ( [level] => 3 [name] =>  3. Project Support/Services/Controls Office or PMO. [tag] => h3 [children] => Array ( ) ) [4] => stdClass Object ( [level] => 3 [name] => 4. Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO. [tag] => h3 [children] => Array ( ) ) [5] => stdClass Object ( [level] => 3 [name] => 5. Center of Excellence/Center of Competency. [tag] => h3 [children] => Array ( ) ) ) ) [5] => stdClass Object ( [level] => 2 [name] => 5 Steps to Establishing a Project Management Office. [tag] => h2 [children] => Array ( [0] => stdClass Object ( [level] => 3 [name] =>  . [tag] => h3 [children] => Array ( ) ) [1] => stdClass Object ( [level] => 3 [name] => 1. PMO Assessment and Strategy. [tag] => h3 [children] => Array ( ) ) [2] => stdClass Object ( [level] => 3 [name] => 2. PMO Initiation. [tag] => h3 [children] => Array ( ) ) [3] => stdClass Object ( [level] => 3 [name] => 3. PMO Establishment and Development. [tag] => h3 [children] => Array ( ) ) [4] => stdClass Object ( [level] => 3 [name] =>  . [tag] => h3 [children] => Array ( ) ) [5] => stdClass Object ( [level] => 3 [name] => 4. Staged Implementation. [tag] => h3 [children] => Array ( ) ) [6] => stdClass Object ( [level] => 3 [name] => 5. PMO Continuous Improvement. [tag] => h3 [children] => Array ( ) ) [7] => stdClass Object ( [level] => 3 [name] => Submit a Comment Cancel reply. [tag] => h3 [children] => Array ( [0] => stdClass Object ( [level] => 4 [name] => Privacy Overview. [tag] => h4 [children] => Array ( ) ) ) ) ) ) ) [og] => stdClass Object ( [ogImage] => https://1fedpb39ar122rmpto4bdrcc-wpengine.netdna-ssl.com/wp-content/uploads/3-people-looking-at-tablet.jpg [twitterImage] => https://1fedpb39ar122rmpto4bdrcc-wpengine.netdna-ssl.com/wp-content/uploads/3-people-looking-at-tablet.jpg ) [schema_type] => Array ( ) [comment_questions] => Array ( ) [body] => A Quick Guide to the Project Management Office (PMO)By: Grace Windsor|Published on: Apr 10, 2018|Categories: Portfolio Management| 0 comments | Portfolio ManagementA Quick Guide to the Project Management Office (PMO)April 10, 2018 byGrace WindsorProject portfolio management  (PPM) helps organizations to deliver projects to support strategic business goals. It’s about the right projects at the right time. Quickly evaluate PPM solutions with a free toolkit! [Download here].  Of course, even when the best projects are selected, how can an organization ensure the work is completed to the right standards?This responsibility often falls to the project management office (PMO).Learn more about the project management office, including benefits, PMO frameworks, and introducing a PMO to your organization. . What is a Project Management Office?A project management office refers to a group or department within a business responsible for defining and maintaining project management standards throughout the organization.The structure and size of project management offices vary from one organization to another according to business needs, available resources, and project management maturity.PMOs are typically based within departments, with many organizations operating several PMOs. PMO Responsibilities and Benefits. The primary function of the PMO is to create and share standardized processes and templates with project teams.These resources act as a single source of project truth, ensuring consistency and quick project set-up.When implemented and followed correctly, these guidelines increase success in a repeatable way for all projects.The PMO is often responsible for documenting lessons learned at the end of a project, adding to the existing knowledge pool.In addition, the PMO will likely oversee:Project and Program DeliveryPortfolio ManagementTeam management, training, and developmentResource allocation and managementGovernance and performance managementChange ManagementStrategic planning and alignmentReporting to senior management and stakeholdersOrganizational responses to new technologies and market changes. A project portfolio manager has several responsibilities including:Creating and implementing standardized project processes.Assessing new project requests according to business goals.Improving communication between senior management and project teams.Tracking and reporting on portfolio performance.Coaching project managers and teams.Balancing resource allocation across the portfolio.Managing risk.Dealing with at-risk projects.  5 Common PMO Frameworks. In 2013, the PMI conducted an extensive research project to establish common PMO frameworks and best practices to provide guidance to PMOs. The following five frameworks were identified. 1. Organizational Unit PMO/Business Unit PMO/Departmental PMO. This refers to a PMO created to support projects for a specific business unit or division.The PMO assists with establishing standard processes, training, resource management, governance, operational project support, and human resources utilization.This PMO may also collaborate with other PMOs within the organization as required. . 2. Project-Specific PMO/Project Office/Program Office. In some cases, a large project or program requires their own PMO, which is temporary.Responsibilities include data management, coordination of governance and reporting, and administrative activities to support the project or program team.  3. Project Support/Services/Controls Office or PMO. The main purpose of this PMO is to provide training and resources to project managers.Project Supports PMOs are frequently implemented by organizations with low project management maturity. 4. Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO. The Enterprise PMO is the highest-level PMO entity in an organization, often responsible for the alignment of project work and corporate strategy.With influence over other lower-level PMOs, the EPMO plays a powerful role in effective project portfolio management, stakeholder engagement, and strategic planning. 5. Center of Excellence/Center of Competency. The Center of Excellence supports the execution of project work by sharing methodologies, standards, and tools to enable project managers to deliver projects.The Center of Excellence increases project management maturity with best practices, training, mentoring, and knowledge management.  5 Steps to Establishing a Project Management Office. The type of PMO deployed for your organization must be appropriate to your strategic needs and culture.The structure of your PMO may combine various features from the above frameworks or take a completely different format.All projects require a plan; establishing a PMO is no different! The phases, tasks, and project duration will depend on the type of PMO you wish to establish and project maturity levels.Below is an outline to help you get started. . 1. PMO Assessment and Strategy. Begin by assessing the current status of project management and project portfolio management processes within your organization.It’s also important to consider how project management is perceived today to inform your approach to change management.Next, define the desired future state, and any stakeholders who can help get you there.Perform a gap analysis on current and future states to decide the next steps.Based on the analysis, you may need to create a brief business case for review by senior management and stakeholders before proceeding to the next stage. 2. PMO Initiation. During the second stage, you will need to prepare a detailed business case outlining the scope and capability of the PMO, metrics for success, and a roadmap to achieve all desired functions.The document should identify goals, approaches, risks, and constraints associated with the roll-out of the PMO.At this point, you should consider what software tools are needed, particularly for reporting to stakeholders. Many PMOs use simple tools such as Excel for tracking and reporting. However, as the PMO becomes more mature, the limitation of these tools will quickly become apparent.Using a collaborative project management tool such as BrightWork facilitates a range of essential PMO activities including portfolio management and reporting, resource management, and issue and risk management.The desired output of this stage is to secure funding to move forward. 3. PMO Establishment and Development. Time for the fun part! Establish a physical space for the PMO and get your staff, including PMO project managers,  in place. . 4. Staged Implementation. Begin transitioning projects into the PMO, providing support and training to project teams as needed. If any resistance occurs, draw upon your change management plan or ask your stakeholders for guidance. 5. PMO Continuous Improvement. Using agreed metrics and KPIs, track the effectiveness of the PMO, and make changes as needed.  Image credit Editor’s Note: This post was originally published in July 2017 and has been updated for freshness, accuracy, and comprehensiveness.AuthorRecent Posts Grace WindsorGrace is a content creator within the marketing team at BrightWork. She loves creating actionable content in different formats to help others achieve more project success. Grace spent far too long at university studying English literature, which instilled a life-long love of learning and upskilling. In her free time, she enjoys a challenging session at the gym, tucking into a good book, and walking the beautiful Galway coastline with her dog.Latest posts by Grace Windsor (see all)Submit a Comment Cancel reply. You must be logged in to post a comment.This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish. 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[isAmp] => [date] => May 17, 2019 [organic_position] => 24 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => Difference Between PMO And Project Manager - C# Corner [serp_description] => But unfortunately, this definition has nothing to do with PMO. Actually, Project Management Office is a concept which is used in Project ... 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Below, we’ll dive into the world of PMO, talk about whether it’s right for your company, and find out why so many organizations are jumping onboard [isAmp] => [date] => Nov 27, 2020 [organic_position] => 25 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => Project Management Office (PMO) - A Teamwork Guide [serp_description] => PMO stands for Project Management Office. As a side note, depending on the company and the level on which these groups operate within a business ... [hostname] => teamwork.com [canonical] => https://www.teamwork.com/blog/project-management-office/ [h1] => Project Management Office (PMO) - A Teamwork Guide [h2] => Array ( [0] => What is a project management office (PMO)? [1] => But wait, there’s more: The 3 types of PMOs [2] => The PMO Staff: Who’s on the team? [3] => PMO Benefits [4] => What are the top-performing PMOs doing? 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First, let’s define some terms... What is a project management office (PMO)?PMO stands for Project Management Office. As a side note, depending on the company and the level on which these groups operate within a business, the “P” in PMO can stand for Project, Program, or Portfolio. But in general and for the purpose of this piece, we’re going to stick to the good-old-fashioned version, Project Management Office.To put it simply, PMOs make stuff run smoothly. Like project managers, they’re put in place to make sure projects are done well and on time. But PMOs have a more overarching role. When it comes to project management, there’s a lot of repetition. If you’re a project manager, you may have noticed that you’ve been asked to manage several similar projects that align with your company’s goals and strategies. PMO’s jump on this repetition and similarity and make project management more efficient and effective.How do they do this? PMO’s provide support, mentoring, standardization, and best practices in project management to ensure success and improve efficiency of undertaken projects. They create guidelines and keep track of repetition to ensure that projects meet a high standard and are aligned with the organization’s overall strategies.So, PMOs are kind of like the quality control monitors within projects. This group defines and maintains standards for project management within their organization. But wait, there’s more: The 3 types of PMOs. There can be more than one PMO in a company. Enterprise-sized organizations tend to have a PMO in each department and an Enterprise PMO (EPMO) to maintain standards across departments and regions. Additionally, there are three general types of PMOs:Supportive: This type of PMO provides templates and documents that the project manager and his/her team can use to manage their projects.Controlling: In addition to providing templates and documents, these PMOs can also audit a project to ensure that the project managers and teams are adhering to their standards and are done according to the business goals of the organization.Directive: These PMOs have the highest level of authority out of the three. They actually assign Project Managers to projects who then report directly to the PMO. Don’t let the titles fool you. All PMOs should be in place to support the organization and its project managers and teams. Unfortunately, PMOs have in the past moved into organizations and become rule-enforcing Dolores Umbridges.But a good PMO works with the team and has the organization’s best interest in mind. So--whether a PMO is supportive, controlling, or directive--it should always serve and help the project team.The PMO Staff: Who’s on the team?A mix of skills and roles are needed to ensure that the PMO succeeds in following, supporting, and executing their organization’s strategies. For a quick overview, the average PMO across all organizations is made up of about nine total members. These members are usually highly experienced professionals with an average of 10 years in their field. About half of PMO members also have their PMP certification. The other half are leaders and managers in the organization who have been grandfathered into a PMO position.To give you a rundown, here are a few common positions within a PMO team:PMO Director: This head honcho has the most critical role. He or she provides oversight on large projects within a department and any projects that cross divisional boundaries. They’ve got their eagle eye on all areas of the organization and the progress of it’s projects.Project and Program Managers: While PMO Directors run the show, we’re big believers in the power of a great project manager. Project managers are responsible for the success of individual projects from concept to delivery. They plan, budget for, and manage their assigned projects and provide leadership, guidance, and support to the project team.IT Project Manager: A well-staffed PMO has to have at least one tech-savvy team member. And most PMOs include an official IT Project Manager in order to ensure a smooth transition of projects from launch to day-to-day usage. These managers also collaborate with other IT professionals and staff to create any new piece or system of software needed for the project. They often build and manage websites and databases and are responsible for implementing software integrations.Project Support Team: Several people can complement and serve the project managers so that the job gets done. They can include a Project Scheduler, a Project Planner, and a Project Controller. Each member of the team takes a bite-sized portion of a project and frees up the project manager to concentrate on the facilitative and business aspects of the project.PMO Coordinator or Analyst: This multi-fold role keeps track of metrics like time, team members, and budgets. The PMO Coordinator also oversees knowledge management coordination. This fancy term just means that PMOs need to note and store important information in a project database. What would be important information to a PMO team? Any project records, standards, methods, and lessons learned from previous projects. If this team member also fills the role of PMO Analyst, they’ll make sure that project metrics and statuses can always be readily available to the project manager via presentations, charts, and detailed Excel statistics. Change Control Analyst: Some PMOs include a Change Control Analyst who can help teams quickly adapt when business stakeholders change their minds about what they want. On smaller projects, PMO teams can get by with a few spreadsheets tracking and controlling changes. But for large projects, having a dedicated team member to help you switch gears can be a big help. PMO Benefits. The role of the PMO is vital. They’re responsible for aligning projects to a business’ overall strategy and goals. They navigate risks, manage talent, identify expected benefits of a project, and maintain these benefits after the project is wrapped up. Creating a project management office can drastically improve productivity and bring greater clarity to your project management process. Check out these six surprising statistics to see how PMOs have been boosting substantial real-world benefits for years:Even back in 2016, PMOs were cranking up the numbers. They created a 33% improvement in projects delivered under budget.These PMOs also improved customer satisfaction by 27%. They brought a 25% increase in productivity.And a 25% reduction in failed projects.Since then, things have only been improving. According to the Project Management Institute (PMI), 38% more projects meet their original goals and business intent in companies that align their PMO to strategy. They also had 33% fewer projects deemed failures.To sum up the statistics, implementing a PMO brings more than support to your projects team. It’s saving companies money, increasing productivity, and improving products and processes. That’s why so many companies are adopting the PMO structure. PMOs are an investment into your own organization, and smart leaders are starting to catch on.What are the top-performing PMOs doing?While it’s clear at this point that PMOs help increase the success of an organization and its projects, a good approach can guarantee better numbers. So what do the pro PMOs look like?Successful PMO practices all come down to training. Teach a man to fish and you’ll feed him for a lifetime. Train PMs to manage and your net income will continue to grow. According to PM Solutions, over 60% of PMOs now have a formal project management training program. Incidentally, high-performing organizations are far more likely to have a training program than low performers (85% vs. 38%). So, what does this training look like? There are a few good options. Most PMOs (about 80%) offer classroom-based training using in-house trainers. That said, more and more companies (about 50%) are now using external trainers. And larger organizations use on-demand online training. Training doesn’t have to take over your calendar, though. On average, these companies spend about five days per year in PM training. During these five days, though, high-performing organizations use a variety of PM training strategies--from software tools and training on PM basics to advanced PM skills development and leadership training.The bottom line is this: successful PMOs invest in their teams. They attend and direct project teams by setting guidelines and offering templates, processes, and policies to follow. Project teams need great PMOs who can offer them good methodologies to lead the way. And they need excellent training that will set them up for success.A project is a project, no matter how small.If you’re thinking of implementing a PMO at your organization, we salute you. A successful PMO will help you reach your goals in your projects and your company as a whole. We’re big fans and strong supporters of project teams--whatever size. A well-staffed PMO will allow you to provide support and impart expertise to your project managers and team. But if taking on another department isn’t the right fit for your business right now, there’re still plenty of ways to keep your projects in prime condition.In fact, we’ve scoured the web, gathered valuable info from top experts, gleaned from our own experience, and created a list of project management best practices you can start using today. Check it out and start managing your projects like a pro.PMO works. 13 years ago, Paul Lindley decided he wanted to make better food for kids. His company, Ella’s Kitchen, took off and its customers spread across Europe, Canada, and the United States. Although Ella’s Kitchen was pumping out perfectly pureed baby food, their project management process was like a fork in a food processor. Up until 2016, new product development and existing product development was run by whichever project team was proposing a change. Dozens of different projects were running simultaneously. But the team was trying to manage tasks, budgets, deadlines, and details across nearly 150 spreadsheets. Roles and responsibilities were getting mixed up, people were frustrated, processes didn’t fit their purposes. and products were hitting the market late. Ella’s Kitchen needed a better system. The company formed the “Makes stuff run smoothly team” in 2016 when they realized that they desperately needed cross-organizational projects to be run by an experienced and impartial team as the company grew in size.Their new PMO team moved in, and Ellen Jarrett took the role of Programme Manager. One of her first moves was to get Smoothly out of spreadsheets and into a project management software. She remembers, “Before using Teamwork, I tried Asana, Basecamp, Write, and even a few more, but Teamwork was a slam dunk.”The company’s approach to projects was revolutionized. In the following 8 months, overdue tasks dropped significantly. In 2018, they entered the APM Project Management Awards and won the APM PMP of the year award. Marketing Director, Mark Cuddigan, remembers the company’s transformation, explaining how their old project management system was “the single biggest issue the company faced.” After they introduced the Smoothly PMO team, Ella’s Kitchen was named one of the Top 100 companies to work for by the Sunday Times. Kick it off with our project management templates . Related resources . Best project management software for 2021 Design project management template Project tracker template Task management template Business goals template Like our blog? . Subscribe today and get all of our new blog posts delivered straight to your inbox. Subscribed! . You're now subscribed and will be getting high performance blog posts. Get started with Teamwork. Start working together beautifully. See how Teamwork can help your team with our 30-day free trial. Try Teamwork for free Join a webinar Get in touch [kwBody] => Array ( [0] => stdClass Object ( [term] => project [tf] => 81 ) [1] => stdClass Object ( [term] => pmo [tf] => 63 ) [2] => stdClass Object ( [term] => team [tf] => 28 ) [3] => stdClass Object ( [term] => company [tf] => 22 ) [4] => stdClass Object ( [term] => management [tf] => 22 ) [5] => stdClass Object ( [term] => organization [tf] => 21 ) [6] => stdClass Object ( [term] => project management [tf] => 20 ) [7] => stdClass Object ( [term] => manager [tf] => 19 ) [8] => stdClass Object ( [term] => project manager [tf] => 15 ) [9] => stdClass Object ( [term] => training [tf] => 12 ) [10] => stdClass Object ( [term] => business [tf] => 11 ) [11] => stdClass Object ( [term] => ella [tf] => 8 ) [12] => stdClass Object ( [term] => kitchen [tf] => 8 ) [13] => stdClass Object ( [term] => role [tf] => 8 ) [14] => stdClass Object ( [term] => template [tf] => 8 ) [15] => stdClass Object ( [term] => member [tf] => 8 ) [16] => stdClass Object ( [term] => project team [tf] => 7 ) [17] => stdClass Object ( [term] => strategy [tf] => 7 ) [18] => stdClass Object ( [term] => day [tf] => 7 ) [19] => stdClass Object ( [term] => goal [tf] => 7 ) [20] => stdClass Object ( [term] => teamwork [tf] => 7 ) [21] => stdClass Object ( [term] => manage [tf] => 7 ) [22] => stdClass Object ( [term] => good [tf] => 6 ) [23] => stdClass Object ( [term] => software [tf] => 6 ) [24] => stdClass Object ( [term] => support [tf] => 6 ) [25] => stdClass Object ( [term] => pm [tf] => 6 ) [26] => stdClass Object ( [term] => benefit [tf] => 5 ) [27] => stdClass Object ( [term] => run [tf] => 5 ) [28] => stdClass Object ( [term] => ensure [tf] => 5 ) [29] => stdClass Object ( [term] => standard [tf] => 5 ) [30] => stdClass Object ( [term] => process [tf] => 5 ) [31] => stdClass Object ( [term] => project management office [tf] => 4 ) [32] => stdClass Object ( [term] => ella kitchen [tf] => 4 ) [33] => stdClass Object ( [term] => management office [tf] => 4 ) [34] => stdClass Object ( [term] => team member [tf] => 4 ) [35] => stdClass Object ( [term] => pmo team [tf] => 4 ) [36] => stdClass Object ( [term] => change [tf] => 4 ) [37] => stdClass Object ( [term] => product [tf] => 4 ) [38] => stdClass Object ( [term] => project manager team [tf] => 3 ) [39] => stdClass Object ( [term] => manager team [tf] => 3 ) [40] => stdClass Object ( [term] => management template [tf] => 3 ) ) [page_rank_decimal] => 51 [rank] => 22919 ) [25] => stdClass Object ( [position] => 26 [title] => What is PMO and What does PMO mean? - Nifty Blog [url] => https://niftypm.com/blog/what-is-pmo-and-what-does-it-mean/ [destination] => https://niftypm.com › blog › what-is-pmo-and-what-do... [description] => What is PMO? PMO, also known as the Project Management Office - is the group within an organization that manages the project management process and standards.. [isAmp] => [date] => Jul 8, 2021 [organic_position] => 26 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => What is PMO and What does PMO mean? - Nifty Blog - Nifty ... [serp_description] => What is PMO and what does it do? PMO is an acronym for Project Management Office. In any organization, PMO is a department responsible for ... [hostname] => niftypm.com [canonical] => https://niftypm.com/blog/what-is-pmo-and-what-does-it-mean/ [h1] => What is PMO and What does PMO mean? [h2] => Array ( [0] => Do you really want to lose 5 productive hours a week? [1] => What Is The Role Of PMO? [2] => What does PMO Mean? [3] => Types of PMOs [4] => Why Do You Need A PMO? [5] => What Makes An Effective PMO? ) [h3] => Array ( [0] => Teams waste 5 hours a week on average juggling between tools. Nifty is one app for chat, tasks, docs, and more. Try it for free and see for yourself. We promise you’ll love it [1] => 1. Controlling PMO [2] => 2. Supportive PMO [3] => 3. Directive PMO [4] => Setting Up A PMO [5] => Situation Analysis [6] => Responding To The Situation – What does PMO Mean? 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Before you go! [tag] => h5 [children] => Array ( ) ) [1] => stdClass Object ( [level] => 2 [name] => Do you really want to lose 5 productive hours a week? [tag] => h2 [children] => Array ( [0] => stdClass Object ( [level] => 3 [name] => Teams waste 5 hours a week on average juggling between tools. Nifty is one app for chat, tasks, docs, and more. Try it for free and see for yourself. We promise you’ll love it. [tag] => h3 [children] => Array ( ) ) ) ) [2] => stdClass Object ( [level] => 2 [name] => What Is The Role Of PMO? [tag] => h2 [children] => Array ( ) ) [3] => stdClass Object ( [level] => 2 [name] => What does PMO Mean? [tag] => h2 [children] => Array ( ) ) [4] => stdClass Object ( [level] => 2 [name] => Types of PMOs. [tag] => h2 [children] => Array ( [0] => stdClass Object ( [level] => 3 [name] => 1.  Controlling PMO. [tag] => h3 [children] => Array ( ) ) [1] => stdClass Object ( [level] => 3 [name] => 2.  Supportive PMO. [tag] => h3 [children] => Array ( ) ) [2] => stdClass Object ( [level] => 3 [name] => 3.  Directive PMO. [tag] => h3 [children] => Array ( ) ) ) ) [5] => stdClass Object ( [level] => 2 [name] => Why Do You Need A PMO? [tag] => h2 [children] => Array ( ) ) [6] => stdClass Object ( [level] => 2 [name] => What Makes An Effective PMO? [tag] => h2 [children] => Array ( [0] => stdClass Object ( [level] => 3 [name] => Setting Up A PMO. [tag] => h3 [children] => Array ( ) ) [1] => stdClass Object ( [level] => 3 [name] => Situation Analysis. [tag] => h3 [children] => Array ( ) ) [2] => stdClass Object ( [level] => 3 [name] => Responding To The Situation – What does PMO Mean? . [tag] => h3 [children] => Array ( ) ) [3] => stdClass Object ( [level] => 3 [name] => Implementation of a PMO. [tag] => h3 [children] => Array ( ) ) [4] => stdClass Object ( [level] => 3 [name] => Improving Your PMO’s Efficacy. [tag] => h3 [children] => Array ( ) ) [5] => stdClass Object ( [level] => 3 [name] => Final Thoughts on How to Successfully Set Up A PMO. [tag] => h3 [children] => Array ( [0] => stdClass Object ( [level] => 4 [name] => Recent Posts... . [tag] => h4 [children] => Array ( [0] => stdClass Object ( [level] => 6 [name] => Product [tag] => h6 [children] => Array ( ) ) ) ) ) ) ) ) ) [schema_type] => Array ( ) [comment_questions] => Array ( ) [body] => What is PMO and What does PMO mean? Posted on July 8, 2021 by Kelsey Osborne What is PMO and what does it do? PMO is an acronym for Project Management Office. In any organization, PMO is a department responsible for improving project management by improving efficiencies. PMO creates and maintains documents, tracks progress, and offers education on matters about a project. Project management offices are also tasked with reporting project performance over time to the top management and all stakeholders, prioritizing activities, and ensuring all projects align with organizational objectives. Organizations that invest in many projects depend on PMOs to manage work and strategies. In this case, PMOs device methods and processes for the practical completion of every project. In a nutshell; PMOs are part of the research and development department tasked with managing company projects. Almost every department has a PMO to ensure the successful completion of departmental projects. An organization may have a strategic PMO at the top management level. This PMO has wider-ranging responsibilities than any other PMO in the company. What Is The Role Of PMO? A PMO can be described as an internal regulatory body used to standardize project execution to enhance efficiency and productivity within an organization. A project management office guides teams and develops performance metrics that can be used to evaluate the project. The role of a PMO in every organization may differ. However, the overall responsibilities include: Resource Management: A project management office manages and allocates company resources across various activities and projects. This is usually done based on organizational priorities and budget. Planning and Governance: A PMO can be tasked with choosing investment projects that support organizational objectives, outlining the criteria for every project, and advising the management on the project’s ROI. Accordingly, a PMO ensures the management makes the right decisions based on accurate information. Organizational Culture: A PMO can be used to set project culture by communicating and training employees on methods and best practices. This enhances organizational culture.  Transparency: A PMO offers accurate and relevant information about projects to support organizational decision-making. By doing so, a PMO ensures transparency and accountability.  Support: PMOs are typically created to facilitate project execution. This is mainly done by helping project teams, facilitating effective implementation of strategies, training employees, and monitoring progress. What does PMO Mean? As mentioned earlier the literal definition of PMO – is the project management office. In any business organization they are the department that handles all aspects of a formal project management process and ensures that a projects life cycle is tracked from start to finish so that efficiencies can be best optimized.  A PMO is crucial for the success of improving project cycles and helping businesses scale efficiently. Understanding what does a PMO mean is important for enterprises and startups alike because what gets measured tends to get improved whether that be developer sprints, marketing projects, or design phases measuring success outcomes and tracking KPI’s through a wholesome PMO process maybe the map that helps ones company reach the desired endpoint. Types of PMOs.   PMOs differ in every department and organization. Accordingly, they perform different tasks and perform their roles in unique ways. Typically, PMOs are categorized as: 1.  Controlling PMO. This type of project management office works effectively by evaluating the application and use of various processes, methods, tools, and standards. The PMO may also control how strategies are applied by outlining a guideline for work completion. 2.  Supportive PMO. This type of PMO supports development projects and company activities. This is done by collecting project information, outlining best practices, training employees, and advising the top management. A supportive PMO does not exercise control over projects and activities. 3.  Directive PMO. This PMO controls the most significant part of projects within a company. The PMO offers directives on all aspects of the project and evaluates performance over time. Why Do You Need A PMO?   Based on research and results, an organization may require a PMO for many purposes. Here are reasons why your company may need a PMO:  The organization wants to manage many projects and activities To coordinate and allocate resources accordingly To receive accurate information that helps to make sound decisions When the organization needs to invest in many projects in different departments When there is a need to make quick decisions in a rapidly changing business environment To streamline costs When the company has an extensive and overwhelming reporting system When there is the need to prioritize projects based on their return on investment (ROI) A PMO is most effective when it is found at the organization’s top-most level. This means having a strategic PMO at the executive echelon for better decision-making. Such a setup ensures effective communication of organizational objectives to align projects with the demands of key decision-makers. A strategic PMO at the executive level enables implementing processes, roles, and tools, as designed from above and communicated to every team. Every team member who works on a project must be brought to speed on what is required and the methods. What Makes An Effective PMO? An effective PMO is essential in ensuring the successful implementation and execution of projects. Top-performing PMOs often offer better guidelines for project completion. This means managing deadlines, meeting budgetary requirements and limits, and ensuring high-quality work upon completion. In other words, the most effective PMO performs its duty comprehensively to give better results at the end of the day. An effective PMO must: Define projects scope and objectives clearly  Estimate project cost Constitute qualified team members Work effortlessly with suppliers Evaluate projects before, during, and after execution Prioritize high-return projects Collaborate with relevant departments An effective PMO is a vital cog in organizational success. Setting Up A PMO. Knowing what a PMO is may not be sufficient if you do not know how to set it up properly. Setting up a PMO should be based on tactful decisions and treated as another organizational project. With that in mind, the process should pass through three phases; situation analysis, responding to the situation, and implementation. You need a team with experience in change management. Additionally, the process requires an individual with a comprehensive understanding of the organization, the culture, and its objectives. Alternatively, you may have to work with departmental leaders when setting up a PMO. This inclusion helps in managing resistance and enhancing collaboration. Situation Analysis. The first step involves analyzing the existing situation at the organization and the entire business environment. You may want to evaluate processes, methods, tools, and activities to determine shortcomings. Don’t just think about whether or not something’s working. Consider if there are better options or better tools that will cut down the workload or make things more efficient than they are. Additionally, you may also have to evaluate projects within the organization. With the information from the analysis, you can devise a project management strategy that will improve the system. However, you need to be detailed in your analysis to ensure you capture every idea. A complete situation analysis will help set project goals in line with company objectives. This is possible if you include all stakeholders in your evaluation. Responding To The Situation – What does PMO Mean? . After analyzing the situation, you need to generate a plan that responds to your findings. The first step here is to define the objective and responsibilities. What role do you want the PMO to serve? How can it respond to the shortcomings you have identified? Here is how you can tweak the PMO to serve its purpose: Training employees for the identified project Supporting activities and processes associated with the project Prioritizing best practices based on cost-benefit analysis Integrating PMO tools   The best idea is to start small and avoid overloading the PMO from the onset. You may want to stick to a single responsibility for improved productivity. Additionally, you should communicate with stakeholders to limit their requirements and align them with ongoing projects and objectives. A PMO may be viewed as new development within the organization. This means it needs time to become commonplace. Additionally, expect a steep learning curve and help employees adapt accordingly. Implementation of a PMO. Every project requires thoughtful project implementation. You need to take a step at a time while bringing in the infrastructure required to see it through. During this stage, your focus should be on change management and helping employees adapt to the new normal. This stage requires effective communication at all levels to get everyone up to speed. Consider platforms that maximize participation and help disseminate information effectively. For instance, communicate to the employees about the project, the project team to see it through, the team leader, and its benefits. Once the implementation phase is on all systems go, you need a performance metric to evaluate success. For instance, you will need ways to determine progress after every stage. How do you intend to measure performance? What would be the key performance indicators? This is where you need to set standards and timeframes. Every deadline met or missed must be accounted for and explained to help improve overall execution. Improving Your PMO’s Efficacy. We’ve covered how an organization’s PMO defines the standards by which projects are planned, executed, and measured, common themes and outcomes of your projects can be drawn and related to your PMO methodology. For example, if one of your projects end up over budget, a fact-finding evaluation of that project should be executed at its conclusion to attempt to determine why. If _every_ project ends up dramatically over budget, this might indicate that the methodology used to predict a project’s cost is fundamentally flawed, thus requiring your PMO to evaluate their predictive tools and calculations at the source. Part of the role of a PMO is to offer standardization so that variables are controlled across all projects. If issues on individual projects can be (accurately) attributed to the recommendations or guidelines of the PMO, then rectifying these issues at the source will remedy them on future projects across your organization. Final Thoughts on How to Successfully Set Up A PMO. Now you know more about PMO in project management and how you can use it to improve project performance. Additionally, you have better knowledge of the importance of PMO in every organization and what makes an effective PMO. This information should help you improve your organization by understanding clearly what does a PMO mean, how does one go about setting up a PMO and how does an organization successfully implement a PMO in a scaled and healthy fashion.   Recent Posts... . How Do You Use Tasks To Automate Your Workflow? 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[description] => Even the most seasoned professionals struggle to juggle a constantly-growing list of tasks without a PMO in place to keep them aligned and on-track [isAmp] => [date] => Feb 11, 2021 [organic_position] => 27 [serp_type] => page [isOrganicPage] => 1 [isOrganic] => 1 [serp_title] => 6 Key Reasons Why You Need a PMO (Project Management ... [serp_description] => A project management office (PMO) is an internal or external team that oversees project management initiatives and standards across an ... [hostname] => yoh.com [canonical] => https://www.yoh.com/blog/6-key-reasons-why-you-need-a-pmo [h1] => Blog [h2] => Array ( ) [h3] => Array ( [0] => Browse Topics: [1] => What's A PMO? [2] => 1. STANDARDIZATION IMPROVES EFFICIENCY [3] => 2. ACCOUNTABILITY IMPROVES QUALITY OF WORK [4] => 3. dedicated teams improve time-management [5] => 4. communication improves alignment [6] => 5. best practices improve agility [7] => 6. subject matter experts maximize impact [8] => Related Posts [9] => Contact [10] => Connect ) [h2WithAnchors] => Array ( ) [type] => article [wordCount] => 1500 [imgCount] => 5 [lang] => [faq_on_page] => Array ( ) [anchors] => stdClass Object ( [size] => 185 [outboundSize] => 19 [list] => Array ( [0] => stdClass Object (