In this series of 3 blog posts, David Andres reviews some of the basics of a project management office. Starting with what makes for a successful PMO ““ in particular the importance of creating small, achievable value early during implementation ““ Andres explains how early adoption of the PMO by the organisation is key to a successful project management office. He then goes on to explain the basics of strategy support, explaining how project portfolio management provides some of the best insight for management and can facilitate business strategic objectives: PMO attention is now on monitoring and controlling projects progress and deviations. Dashboards give this high level view grouping of projects in programs or portfolios. PMOs can also assist in project selection and prioritization using a set criteria depending on the strategic objectives (ROI, risk minimization, market share, etc) and the company capabilities (what we know and can do). Normally we have a mix of projects that represent low risk and we know we can dof (low hanging fruit), plus projects that maximise return or chosen metric. Andres also provides insight towards how to define the PMO and what responsibilities entail. A simple definition is to think of a PMO as a solution to help projects perform better. This is accomplished through mitigating problems like late deliverables, cost overrun, or failed projects due to poor communication. Project management brings order and understanding, and the PMO becomes a hub of clarity and progress.
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In a post for the PM Perspectives Blog, Elizabeth Harrin considers a theory being discussed …