Pmo final 1

Editor's Notes

• #3: Larson and Gray 2011 describes project management office as the unit that serves the organizations project management needsIdeal performance of a PMO is the same as what an air traffic controller does. It should guide projects safely and as quickly as possible to their destinations
• #4: Roles can range from managing part time staff to planning and controlling huge infrastructures
• #5: Supportive PMO: This structure is generally focused on the provision of support in the form administrative requirements, templates, project performance reporting and ongoing trainings. There is no control over the project manager and the team in delivery the projectControlling PMO: In most cases, providing support alone is not sufficient to maintain the expected performance of projects. The controlling PMO ensures that project management procedures and methodologies are applied through regular reviews, project audits, conformance to governance and sometimes corrective actions are taken. Directive PMO The directive PMO is a more authoritative structure as it PMO takes over all the activities of project management in an organisation and goes beyond project support and direction, but is fully involved with the day-to-day management of approved projects. It provides the expertise and resources required to manage projects. This type of project office injects a great deal of professionalism in managing project hence, providing a high level of consistency
• #6: The studies described above show that most PMOs currently focus on the bottom part of the governance structure which consists of optimising effort and gathering data as well as setting standard processes and procedures.
• #7: its success rests on perceiving critical needs and addressing those before moving to the next step.  But, each incremental step forward included more “strategic” activities associated with project management and the business at large.PMO develops like a classic life cycle model, at the same time that the maturity increases in the PMO and in the organization. They propose a model which consists on:Development of common approach and tools for project management;Introduction of governance processes and quality assurance;Implementing true project portfolio management.PMO can be made the criteria against which all decisions are made for value creationPM executives and their teams must define project targets for the PMOESI suggest, that the closer the PMO works with senior management in strategic planning, managing benefits and business alignment, the greater its value to these very people whose agreement is required to create it, or eliminate it. Diagram showing how value could be achieved with PMO across the organisation.
• #8: Strategic activities: Programme Management and Portfolio ManagementStaffing the PMO with senior team members who possess critical skills will go far toward the perception of your PMO as a “value creator,” and not merely overhead (ESI)
• #9: Project Portfolio Selection - Processes that cover the strategic alignment of projects with overall business objectives.Financial Planning – Budgeting and planning of projects.Performance Tracking - Tracking delivery and performance against KPIs and project benefits identifiedProject Status Reporting - Tracking milestones, costs, baselines, and reporting to stakeholders on the status of a projectRisk, Issue and Project Dependency Management - Tracking, analyzing and escalating issues, risks and inter-project dependenciesChange Order Management - Managing processes related to approval of new projects or changes in scope, budget, and timeframes of existing projectsProject Quality Assurance - Managing QA processes and ensuring that the quality of all deliverables is checked according to the agreed guidelinesPM Training - Training staff to ensure project success
• #13: Example company might setup its PMO success criteria around the budget when the organizations overall focus is innovation
• #17: Evolving the PMO: a competency continuum (Gerard M. Hill)Progressive competency and advanced of functionality that can be attained to meet the needs of the project management environment and theassociated business objectives.