Program Management Office PMO

What is a PMO (in a nutshell)?

a Centralized structure to assist the organizations in selecting Projects, executing effectively and closing. The need for such a structure arose – mainly in organisations which undertake a large number of Projects in different verticals and want to synergise their PM practices across the enterprise, seek to set up ‘Best practices’ for guidance and coaching their Project Managers or seek to have a ‘Dashboard’ or ‘Radar Screen’ metrics system to monitor & control Projects – which are going well and theones which are not.

Why set up a PMO?

  • Are right Projects aligned to organizational strategy only get selected?
  • Are we deploying the limited resources available, only in critical Projects
  • Are robust Project selection and governance processes in place?
  • Are the Project processes we deploy reliable and structured?
  • Is there a Project review process in place- to assess the healthcheck of ongoing Projects andprovide Early Warning signals?
  • How we know which Projects are going on fine and which require management intervention?
  • Is there a mechanism to abstract the good Project lessons and institutionalize them as aSystem?
  • How does the Project team get upskilled towards executing Projects more effectively?
  • How do we assess the Post-Project performance?
  • Are too many Projects getting ‘cancelled’ or ‘abandoned’ midway?
  • Are the benefit realization metrices in the organization effective?

Types of PMO:

  • Supportive
  • Controlling
  • Directive

So how does an organizational structure fit in play with PMO?

A charter, an overview, a plan, templates, governance, change control, dashboard, glossary?

To learn more please connect with us either via email, phone or any other communication channel.

  1. Joe Zaarour says:

    By SF, PMI writer (

    What can you add to the below list?

    Here are five tips for PMO leaders and directors to help you keep your PMO vibrant, healthy and delivering value:

    1. Continue to Evolve
    Consider reevaluating the PMO’s charter and reflecting on some new goals. “This is a good time to build on successes and address challenges,” said Craig Letavec, MSP, IMPA-B, PMP, PgMP, the vice chair of the PMI Program Management Office Community of Practice.

    Mr. Letavec advises you to be selective in your evolution. “Align your team around three to four key focus areas. Become proficient in these areas, and as the business changes and as project needs change, you can use your PMO charter as the guidepost,” he said.

    2. Reconsider Your Reporting Structure
    Research conducted by Forrester Research and PMI found that PMOs reporting to the vice president of business, the CFO or the CEO are seen as bringing more value to the organization. PMOs reporting to the vice president of IT or to the CIO have more challenges in proving their value, the report said.

    When the leadership team doesn’t understand the value, it won’t provide the necessary budget, support and talent the PMO needs to succeed, Michael Cooch, global director of project and portfolio management at consulting firm PwC, in London, England told PM Network®.

    You may not have the power to realign your reporting structure, but you can certainly make the case for doing so in a way that sheds more awareness on the value your PMO brings.

    3. Align with Organizational Strategy
    The Forrester Research found that PMOs focused on tactical operations are turning to aligning projects with business objectives. It showed that 51 percent of PMOs in the IT/IS industry measure project alignment to business objectives as a key measurement of success.

    Aligning with current organizational strategy is also helpful in the event of new ownership or leadership. “Use this as a time to implement simplifications and to align to the new direction,” said Cinzia Gussoni, ITIL, COBIT, PRINCE2, PMP, a global portfolio manager based in Prague, Czech Republic.

    Tie the new strategic priorities to the existing PMO and proactively prepare a roadmap to suggest possible changes, she said.

    4. Measure Appropriately
    PMO officers should generally think about four to eight measurements that define whether or not they are delivering value. These should not be confused with process-oriented key performance indicators, but rather clearly indicate if the PMO is doing its job, said Mr. Letavec.

    Aligning measurements with organizational strategy can help PMOs stay on pace with the changing face of business as well as with what executives value the most.

    5. Invest in Training
    PMO staff members need training not only in current project management practices but also in current PMO practices.

    There are countless books, seminars and online offerings, as well as some relevant PMO-oriented events, said Mr. Letavec. He is co-chair of the annual PMO Symposium.

    Assessment, change, measurements, positioning and training are all things that can help your PMO continue to bring value and things that can help highlight your PMO’s value. It’s up to you to help it adapt and remain a vibrant business asset.

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