We need to provide a centralized and coordinated management of projects to ensure responsibility and ownership, this needs to be defined in terms of a continuum of maturity from project office to center of excellence with functions that include support at various levels of inclusion and competency
- Strategic planning
- Benchmarking and continuous improvement
- Training and mentorship for project managers
- Knowledge management in the form of lessons learned, estimating databases, and project management experience
Our role involves assisting the relevant organization with the application of professional project management practices and the adaptation and integration of business interests into the management and successful delivery of projects and programs
There is an underlying concept that there are a common structure and a common set of roles, the only difference being whether it supports the organization at the project, program, or portfolio level.
Our structure, roles, and responsibilities will be unique to, and defined by, the organization’s selection and governance process as well as the requirements and expectations of the organization’s management. Therefore, the most appropriate description for a body that assists organizations in delivering their business strategy through projects is the term PMO presence
Our functions include supporting a project, program, or portfolio, monitoring, methodology and mentoring, this is depicted in a matrix of functions and areas of organizational support as shown below.
*R indicates some level of functional responsibility,
*A denotes the need for awareness without functional responsibility.
In this model, we deliver support within three major and common function sets: monitoring (and control); methodology (infrastructure support and resource management); and mentoring (PM training and career development). Additional functions should be included when addressing portfolio support (always) and program support (sometimes). These additional services support improved corporate governance by strategically aligning projects to corporate strategy as well as deliver value through benefits realization. There is a sixth function essential for our success which is concerned with engaging PMO stakeholders through monitored, targeted, and purposeful communication, thus ensuring that the services it provides meet the organization’s current needs and that it is perceived to meet the organization’s needs. This is the main factor that determines our success and the project, program, or portfolio that we support.
- Improve PPM: Develop the capability to select the right mix of projects to most effectively and efficiently meet strategic objectives.
- Provide project support: Build a conduit for project management guidance to project managers in business units.
- Create a project management process/methodology: Develop and implement a consistent and standardized process.
- Conduct training: Build training programs and develop a staff of program managers who can manage multiple projects across the enterprise.
- Establish a home base for project managers: Create a centralized office from which project managers are a cohesive team that works across an enterprise.
- Become internal consultants and mentors: Advise employees about best practices.
- Assess project management software tools: Select and maintain project management tools that are useful for the capabilities of the staff.