What is a world class PMO?

Webinar recording now available

This webinar is part of a series of events running through 2012 and into 2013 exploring the question “What is a world class PMO?” from the viewpoint of the people who face the challenges on a day-to-day basis. At the end of the live session in Novemberlast year the panel and delegates had reached a consensus on three key areas:

1. The PMO needs to be:

– seen as the coordinator of information, not just as an additional or unnecessary reporting burden -­ provide education and coaching to all stakeholders, not just the project/programme deliveryteam members ­- educate stakeholders with respect to goals, risks, business cases and funding ­ – champion / facilitate aligment, for example mapping the budget cycle to the planning cycle – ­ take the lead on communication and education, especially dependencies and their impact ­ – make sure everyone understands that there will be fear, uncertainty and doubt and inspire the courage to do something about them ­ – be presented as an addition to, and not a replacement for, the organic project/programme management especially as dayto-day management is delegated from the programme orbusiness to the project manager, and frequently inseperable from the delivery as is the case in an Agile environment -­ promote common understanding of goals and constraints, and should have a charter to which all stakeholders are signed up committing them to their roles in delivery

2. Obstacles on the PMO Journey are

­- a realistic ability to collect actual data ­ – financial reporting is well embedded in organisational cultures but other metrics are not ­ – measurement is seen as overhead, not as essential to good governance ­ – metrics and measurements without value and meaning are wasteful -­ cultural changes require buyin, commitment and support from the business leadership -­ lack of empowerment to take action at the appropriate levels -­ devolution of decision making to the lowest possible level or latest time is not always achieved – the existing culture and politics of the organisation -­ alignment of the business with delivery methods: for example, Agile delivery methods require the business to participate

3. Pain points in Projects

­ – Agile is not clearly understood, leading to poor implementations and disillusion. This often leads to poor communication of requirements (business needs), misunderstandings of the role of the product owner and poor release control and planning. “Agile” is not a business planning or scheduling tool, and must be supported with ­ business goals ­ project justification ­ cost estimation and go/no­go decision points ­ dynamic, not static, planning ­ other methodologies to establish staffing levels and other baseline resources ­ direction to the business to ensure business planning supports Agile delivery ­ – High level planning needs to be encouraged ­ – People hate detail, and don’t like reporting because it “feels like micromanagement” – ­ visibility of what’s happening in the project, or more importantly why things are happening or failing, can be hard to achieve -­ often there is an 80/20 ratio of invalid to valid approaches to solving problems, but the information necessary to determine validity isn’t always available early enough or widely enough ­ – the concept or vision for a project isn’t always identified or communicated early enough or often enough ­ – there is a need for a culture of measurement and evidence based designs   There will be a follow up live workshop in Q2, details to be announced shortly, but in the meantime we invite you to join the continuing debate through the ITMPI linkedin group:

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