Developing career paths and certifications.Providing project management education and training to the organization.Supplying project management expertise and support to project teams.Supporting enterprise portfolio management through governance, reporting, KPIs, metrics and analysis.Selecting and maintaining enterprise tools.Center of excellence – Developing and maintaining project management methodologies, standards and templates.Typically, the following functions may be supported: There are many different roles that PMO’s can fill and these vary from one organization to another. We recognize that not all PMO’s are the same shape and size as a result, we do not prescribe a one size fits all solution. Ten Six has developed a proven, structured approach to implementing PMO’s. But there are many other factors beyond the organizational ones that will ultimately contribute to the PMO’s success or failure. It’s not uncommon for politics to play a part in determining the PMO’s roles, responsibilities, and authority levels and to whom it reports within the organization.
However, even the basics of who’s going to run the PMO requires more thought than just promoting an existing project manager. Often organizations see the initial setup as a straightforward task, perhaps no different than any other minor reorganization. The PMO has not proven to be the training ground it was expected to be for up and coming project managers and leaders.įor many clients, the task of setting up a PMO or improving a PMO’s functioning can be a daunting challenge.Project management practices are not spreading throughout the organization as expected.Being surprised by projects that seem to be suddenly in trouble.Common signs that an existing PMO may not be delivering the expected Return On Investment (ROI) include: If they have a PMO, there are often concerns that the PMO is not actually functioning as well as it is might and may not know what it takes to increase its potential as a business asset. Not getting project information needed to make investment/de-investment decisions it may be untimely, too detailed, not detailed enough, and/or does not address the executive-level decision making processes.Not having believable metrics that show how well projects are supporting the business.Investment benefits are not being realized.Projects are not tied to the strategic planning process.Finding that “stovepipes” in the organization inhibit or prevent the development of information needed to make decisions about projects.Successfully established PMO’s lead to improved project performance and significant business benefits.Ĭlients who are establishing a PMO for the first time typically experience these sorts of issues: A Project Management Office (PMO) is a center of excellence that ensures a consistent approach to project management throughout the organization.
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