Building PMOs

One of the most significant challenges that PMOs face today is the ability to demonstrate their value. In fact, research shows that less than 45% of PMOs are seen to make a significant contribution to project success. Why this matters, and what to do about it.

One of the biggest challenges in developing a PMO is selecting an appropriate model by which we can define its purpose and role. Success in defining a PMO is about being clear about why it exists and what it is supposed to do. Building upon recent research, some key archetypes emerge as being most common and relevant.

There is no single model of a PMO. One cannot just go into a store and find a PMO to buy, all neatly packaged and shrink-wrapped. Moreover, there is no one kind PMO to implement. The services that we need to consider, therefore, are those that our customers will find most valuable. A practical guide to thinking about our services from the perspective of those who seek them.

The implementation of a PMO needs to be treated like a project. That means we need to be clear about what we are trying to do. We need to write it down. And someone in authority needs to agree with that statement.

One of the first steps in establishing a PMO is figuring out what it is supposed to do. A mandate should provide clear, unequivocal identification of the purpose, function and role that the PMO will fulfill. Here’s how to think about building a compelling mandate.

For anyone having to implement a PMO, a not-insignificant question is “Where do I start?” The needs are often numerous, and the demands overwhelming. Like any large and complex problem, however, we need to break it down into components that we can successfully manage.