Program Management Office PMO
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:
So how does an organizational structure fit in play with PMO?
A charter, an overview, a plan, templates, governance, change control, dashboard, glossary?
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