This document summarizes a presentation by the APM PMO SIG about project management offices (PMOs). The presentation introduces the speaker and PMO SIG, discusses the objectives and community served by the SIG, and covers various topics related to PMOs including their history, types, development, building a PMO, roles within a PMO, tips for success, and takes questions. The presentation provides an overview of PMOs for those new to the topic or considering developing a PMO.
2. This Session..
Meet the Presenter
APM PMO SIG
What PMO’s do for you?
PMO Development
Types of PMO
Building a PMO
PMO People
Tips for PMO
Q & A
4. PMO SIG Objectives
• To facilitate collaborative learning that fully engages the
membership and helps them grow their PMO skills and
competences
• To reach out to other disciplines (audit, finance,
procurement, quality etc) that collaborate routinely with
PMOs to create value
• To provide an open source of unbiased advice and guidance
to those who can benefit from putting PMO practice to work
• To have a bias towards action, understanding the latest
thinking and quickly digest it into ways that can be shared as
digestible knowledge with those we seek to help
5. • PMO Practitioners, defined as people who enable, support
and ensure the management of change in organisations
• Those who need to know more about PMO and its benefits,
practices, tools and techniques
• People in leadership positions who need to understand the
potential benefits of the PMO approach
• People in organisations who are tasked with performing the
‘bridge’ function between strategy and delivery, either in a
portfolio setting or in various dispersed units throughout the
organisation
PMO SIG - Our Community
6. You tell us.. what does your PMO do for you?
Own the
methodology
Nerve centre for
communication
Provide common
language
They support
benefits delivery
Enable maturity &
capability
Assure project
delivery
With thanks to PMO SIG members
7. PMO Development a brief history
Source: Journal of project management, APM 2014
1970’s
Defence &
Government
Specific
Technical focus
1980-
90’s
Project Support
Office
Internal stakeholders
Iron triangles
1990-
00’s
Programme
Office Specific
Internal & external
stakeholders
Critical success factors
21st
Century
Portfolio,
Benefits &
Strategy
Owner & sponsors
Organisational Context
8. Supportive
(centre of excellence)
Is all about..
Capability
Guidelines
Community
Operational
(reporting & visibility)
Is all about..
Oversight
Administration
Project Specific
Directive
(strategic)
Is all about..
Resource Demand
Portfolio Build
Benefits Realisation
Controlling
(methods & standards)
Is all about..
Discipline
Best Practice
Compliance
Types of PMO
9. Types of PMO what is your PMO profile?
Supportive Directive
Operational Controlling
Supportive Directive
Operational Controlling
10. Which type is effective?
PMO achieves
optimal
effectiveness for
the organisation
Police Unit
comes with
engagement
challenges
Training Unit
brings credibility
challenges
Administration
Unit/Reporting
Functions lacks
visibility
Pg/Pj Manager Effectiveness
OrganisationalEffectiveness
12. So How do you Decide?
Specialist
Function
Value
Added
Growth
Tactical
Business
Support
Strategic
Alignment
Supportive Directive
Operational Controlling
Typically the more mature the
PMO, the more balanced it is
across the four key functions.
13. PMO Lifecycle
The PMO Lifespan is five years.
• Lack of support from Senior Leadership
• The Value is not quantified
• Perceptions of PMO differ
• Incorrect model for the organisation
• Change in Strategic direction
• Cost Constraints
• Change Management is not embedded
• PMO is not adaptable
With thanks to PMO in Practice delegates & PMI PWC report
14. Optimal
Diminishing
Return
Quick
Improvement
Building a PMO How much PMO is enough?
Key considerations:
• Understand the business
needs
• Review the business
context
• Align to the PMO service
catalogue
• Keep the journey in mind
• The law of diminishing
returns – how much PMO
is enough?
15. Classifies and stores documents
Implements filing systems
Issue and problem tracking
Change control
PMO People ..who does what
Librarian
Handyman
Police
Doctor
Nurse
Assists in a crisis
Undertakes quick repairs
Highlights underlying problemsEnsures compliance
Offers advice and guidelines on
procedures
Reports deviations from plans
Deters potential offenders
Diagnoses
Prescribes remedial action
Monitors effects of remedial action
Offers prognosis
Attends to day-to-day needs
Provides encouragement
Provides a sounding board
16. Some tips for success
Adapt & Sell!
Engage
Build
Context
Take Pain
Away
Define who
you are
Build a
community
Consistently
Show Value
17. How to contact us:
pmosig@apm.org.uk
http://www.apm.org.uk/group/apm-pmo-
specific-interest-group or
http://www.pmosig.co.uk
@pmosiguk
APM PMOSIG group