There are several benefits to establishing an effective PMO. 1st, the PMO supplies a framework for consistently managing projects through a regular methodology while ensuring the projects are aligned with corporate objectives and techniques. Project managers have clear lines of responsibility whilst coordinating folks, processes, and tools with one yet another and by doing so, steer clear of both gaps and overlaps between projects and decrease or eradicate duplication of effort. Standardization and repeatability afford an organization better communication, reduced project price, improved resource management, a lot more accountability, improved top quality, greater forecasting, and less overhead related to project managers.
Enlist Executive and Management Support
The first step in establishing a PMO is gaining executive and management support. This step relies heavily on organizational change management (OCM) as it demands a potentially considerable shift in organizational culture together with roles and responsibilities. Regardless of the difficulties and resistance to alter, this step is the foundation upon which a profitable PMO ought to be built. As with any shift in organizational structure, policy, or procedure, favor ought to be gained via justification for the modifications in terms of cost benefit and return on investment (ROI).
Decide the Structure and Develop the Team
The next step in constructing a PMO would be to decide the structure and develop the team. There’s no defined template for PMO structure as every single organization brings its own variables to consider. Some manage all aspects of the projects assigned under them like scheduling, budgets, resourcing, human capital, oversight, and communication. Other people might strictly coordinate these functions with most of the support coming from adjacent departments. The keys to determining the right structure and team members for the PMO are understanding one of the most powerful way they can co-exist within the organization and discovering the proper balance between the PMO, organizational culture, roles and responsibilities, and management style. Some issues to think about in establishing the structure and developing the PMO team include: availability of resources; existing project management standards and methodologies; existing roles and responsibilities; the politics of the organization; project size and volume; and present project management troubles.
Develop and Document Standards
When the structure and team members have been determined, it is time to develop and document the PMO standards, practices, and methodologies for project management. These standards will enable for consistency across the organization and its portfolio of projects. They’ll also comprise a huge portion of the training that projects managers and staff will obtain in the next step. Standardization is also an essential part of allowing an organization to compare a variety of projects and allocate resources where and when they’re essential.
Identify Abilities and Train the Staff
Once the development of project management standards and methodologies is complete, the PMO need to identify the proficiency levels and skill sets of it project managers and staff as a way to determine what training is essential. Some of this information will likely be evident as a result of reviewing the statuses of current projects. Significantly of the training content may also be based on the standards, practices, and methodologies that had been defined in step #3. The PMO really should also establish an ongoing training program. In a PMO it really is inevitable that staff members will come and go and organizational standards will alter and evolve. A training program will make certain that all new employees receive training on those standards and existing employees remain conscious of any modifications.
Measure Success and Continuously Improve
Now that the PMO structure is finalized, project management standards are established and communicated, and personnel are trained, the focus of the PMO need to shift to assessing and measuring success. This point in time marks the initiation of progress and performance reporting based on standardized tools, templates, and methodologies. Even so, it also marks the beginning of a continuous method improvement cycle along with a transition from PMO deployment to operational sustainment. As the PMO evolves, project team members should maintain an awareness of the metrics by which their projects are measured along with how method effectiveness is determined. There must be a concerted effort to identify processes which need improvement. When identified, improvement measures need to be developed and implemented.
The establishment of an powerful PMO is beneficial to any organization which manages a portfolio of projects. When planning and developing a PMO it’s imperative that it is accomplished in a manner which compliments the existing structure or the organization. This will enable the company to gain maximum benefit and to do otherwise could be counter-productive. Since every single organization is different, the optimal structure for the PMO need to be developed based on numerous considerations and variables. The capability of a PMO to manage projects by way of consistent and repeatable standards and methodologies brings numerous positive aspects. It supplies the organization with accountability, continuity, simplified oversight, along with the capacity to measure project success a lot more successfully. An efficient PMO can be a catalyst for higher efficiency as it makes it possible for an organization to do far more quality work with fewer resources and much less risk. The result of these positive aspects is an organization that may significantly boost its project success rate.
- Chúc Mừng Tân PMP® 2018 - 2019 - 02/10/2018
- Chúc Mừng Tân PMP® - 2016 & 2017 - 07/04/2017
- Chúc Mừng Tân PMP® - 2015 - 09/14/2015
- QUY TRÌNH HỌC KỸ NĂNG QLDA & ÔN LUYỆN THI CC QTẾ PMP MIỄN PHà - 03/06/2014
- 10 GIà TRỊ KHÃC BIỆT TẠO NÊN KPS - 01/04/2013
- PMBOK 5th Edition Review Part1 - 10/19/2012
- PMBOK® Guide 5th Edition Review - 10/16/2012
- Update to PMI’s Certification Exam Rescheduling and Cancellation Policy - 03/03/2012
- How to Scope your Projects - 11/30/2011
- 360 độ đà o tạo nguồn nhân lực - 11/13/2011
- Are You Flexing Your Risk Muscle? - 11/08/2011
- Project Management Information System (PMIS) - 10/10/2011
- PMP® Äá»’NG HÀNH CÙNG KPS VÃŒ TÆ¯Æ NG LAI NHÀ QUẢN Là VIỆT - 09/01/2011
- NHá»®NG THÀNH CÔNG BƯỚC ÄẦU CỦA CÃC NHÀ QUẢN Là VIỆT NAM THAM GIA CÃC Dá»° ÃN QUá»C TẾ - 08/23/2011
- BAÌ£N ÄÆ¯Æ Ì£C GIÌ€ KHI LAÌ€ PMP® ? - 07/04/2011
- KPS MISSION STATEMENT FOR TRAINING SERVICES - 06/24/2011
- Effective Communication Skills - Storytelling Skills - 06/16/2011
- Avoid Repeated Project Woes: Try A Different Approach to Lessons Learned - 06/13/2011
- The Most Common Mistakes IT Departments Make - 06/05/2011
- Managing a Program of Work - 05/16/2011