Pmo programs

It is to ensure that the management makes informed and timely decisions for the success of the project. Following are some of the examples of management reporting:. Setting up operational and strategic objectives is a critical part of future business planning.

They are key to short- and long-term business success. These objectives are achieved with the help of various programs and portfolios consisting of projects. PMO plays a crucial role in this process and carries the following responsibilities:.

Resource planning and scheduling are one of the most critical responsibilities of a successful PMO. This process ensures that the right resources are allocated to the right project at the right time.

These are some highlights of efficient resource planning and scheduling:. In a dynamically changing business environment, it is critical for a PMO to forecast and get real-time foresight into project resourcing. So that the PMO can take corrective actions ahead of time. As an integral part of performance improvement, PMO streamlines various project management processes and methodologies.

For examples:. The PMO enables team efficiency by facilitating knowledge transfers between departmental project teams. It makes project plans, reviews, templates, and documentation widely available to concerned members, saving time and costs that would have otherwise gone into rework. Rather than reinventing the wheel, project teams can not only shorten their learning curve but can also get more work off the ground from the organizational knowledge being shared.

A mature PMO provides mentoring support and coaching to the project managers. After all, they are at the heart of the project lifecycle. This way, projects can tap into potential from within, with staff whose key skills and knowledge can be used to complete tasks and help one another out. For a project-based company, it is critical that the employees are either working on a billable project or strategic project.

So, it is crucial for a PMO to work on maximizing billable and strategic utilization of its workforce. To achieve this, a PMO constantly forecasts the utilization of resources and moves them to billable and strategic projects. It is now a critical responsibility of a PMO to ensure that there is an efficient framework for seamless team collaboration and communication among team members.

It helps in. Modern PMO has evolved into a value center. These are some of the direct benefits of a project management office to business. It enables a PMO to collect data directly at the originating sources and makes them visible to different stakeholders as per their specific role. Implements Standards and Best Industry Practices : Traditionally, a PMO defines project management standards, guidelines and sets up a project governance structure.

In addition, it evaluates and identifies best practices in its specific industry and implements them in the business. Aligns Projects with Business Objectives : A value-driven PMO helps the management in selecting and prioritizing the projects aligned to their strategic and tactical business objectives. In addition, it can track and improve the strategic utilization of resources.

They generate reports for different levels of management to help them make timely decisions. We want everyone to be beyond satisfied with this implementation program — of course, you must actually do the work to know if it worked!

In a nutshell? How to embed real change in your PMO in 90 days by shifting your mindset, uncovering impact opportunities, defining your delivery model, developing a road map, delivering a high ROI, and building sustainability. Laura built this course based on more than 20 years of experience in your shoes as a PMO leader and as a PMO consultant, trainer and coach. This program is the same step-by-step system that we use with our clients that are getting transformational results with their PMOs at a fraction of the cost!

This is a self-paced online program you can take right from the comfort of your own home or office. You also have access to Laura privately in your private chat area, as well as the entire coaching group in the private group forum. Check your spam or junk folder and make sure to add PMO Strategies to your safe sender list. One of the most important aspects of this program is that we teach you to think, act, talk, and LEAD like a business leader.

Step one is understanding the true value of your investments in your time, energy, and resources and this program will help you maximize the benefit you can see for the investment you make. Most importantly, if you do the work, you will get the results.

This program works if you do the work. We have a special program for organizations that would like to have more than one person participate in the program. In fact, we encourage your whole PMO team to participate! They need to learn what you are learning to help you grow and accelerate your PMO service delivery. If you would like to invite your PMO team members to the program, contact us at care pmostrategies.

Email us at care pmostrategies. If you are working as a consultant and plan to use these materials in multiple organizations, contact us at care pmostrategies. We want to help you help your clients succeed, just like we do! The deliverables you create using our templates inside your PMO are copyright free and available for you to use internally for your PMO.

However, you cannot sell or distribute them beyond your organization. We have a special program for organizations if you would like to invite your PMO team members to the program.

Contact us at care pmostrategies. If you are working as a consultant and plan to use these in multiple organizations, contact us at care pmostrategies. This course is priced per individual and it is against program licensing terms to share your login information or otherwise distribute the contents of the training program with the exception of the deliverables you are creating as a part of this course.

However, we highly encourage all team members to take part in this program! Our team of customer care specialists are here to help if you run into tech problems, have a question about the program or just want to say hello. You can reach us by email at care pmostrategies. If you choose the group coaching option, Laura will review your materials during the coaching sessions and provide you direct feedback on your particular materials in your private sessions and in your private workspace with Laura.

Just contact us at care pmostrategies. Group coaching participants will have plenty of opportunities to get direct feedback from Laura and your peers on your particular PMO scenario and to answer any questions about the course or applying the techniques in your organization. I built my first PMO in completely on my own without the luxury of tons of books, courses, or the mighty Google to guide me. Keeping the process simple and using readily known techniques helps to make the framework a success and one that many can use.

Our first step is to determine what your PMO will deliver in the future. Care should be taken to align the ambition of the PMO with the maturity of the business within which it resides. An incredible amount of effort is spent trying to convince businesses of the value of a PMO, usually without complete success. The PMO needs to align to the strategic goals of the business, providing the business understands or accepts that alignment.

As defined in the standards, your PMO requires a charter. So ensure that the charter is relevant to the business goals. If your PMO doesn't have a charter, one needs to be developed. You may want to wait until the end of this process to update or create your PMO charter. However, it is a useful input.

We do this by defining domains for your PMO. You can use a work breakdown structure or decomposition technique to help you determine them. These domains will help you define your current and future state as we progress through the framework. Consider defining domains that help you manage up into your organization's executive and others that help you manage down into your programs and projects.

Some domains will fit both models. You can select your own form of documentation and approach if you wish, but we recommend you keep it simple. Impartial honesty is the capability you now need the most. You also need to canvas opinion from various stakeholders and pull together as much factual information about the current portfolio, programs, and projects as you can find. The key here is to ensure that you drive the right information from your analysis and assessment. There are several sources of input to defining the current state of your PMO.

However, it will most likely not be sufficient to deliver the detail you require to get the best from your PMO. Recording performance against a current PMO charter might also provide some value, but be careful that your charter is not out of date. A project management handbook, if your organization has one, can also provide input and inspiration for defining your current state. Conduct a series of workshops, inviting relevant stakeholders for each domain P3M — portfolio, program, project , and develop short, factual, and accurate statements about each domain.

Ensure you invite a variety of stakeholders to understand different perspectives. See the two examples of current state in Exhibit 8. Each time we develop a PMO roadmap, we always try to seek out the key strategies that the business is currently driving. By aligning your roadmap activities to business drivers, you are more likely to get ownership from the business for the initiatives. Driving cost efficiencies is often a key objective for an organization, since it is seen as improving return on investment and competitiveness.

So where this is the case, identifying initiatives that will help drive cost efficiencies will please your senior executives. Exhibit 10 shows a few example business drivers. Each activity on the PMO Roadmap will be given one or more business driver and a color code assigned enabling easy reading of the activities and which business driver s they support. We are now going to define the desired future state for each of your domains.

Having the business drivers in mind can be helpful at this time. A good understanding of your organization is key to taking each step on this framework from here. You will also need input from those stakeholders that were so helpful in defining the current state.

Our preferred approach at this stage is another series of workshops. Ensure that you bring into each workshop the people who are relevant to each domain, making it an inclusive process and achieving ownership from these stakeholders at various levels of your organization. Stimulate your workshop participants and get their left and right brains working together. You might like to post some images on the wall of the workshop room and leave some manuals on the tables.

Certainly, some research and thinking time prior to the workshops proves to be worthwhile. Exhibit 12 provides some simple examples of what a future state might look like for those domains we used earlier.

Some Future State outcomes might turn out to be delivered before the end of your roadmap timeline once we have defined the activities and prioritized them. This is where your skills and experience will be tested to the maximum. Again, a workshop approach is recommended. Tackle each domain as a separate workshop or join smaller domains with the same stakeholders together. Workshops should not last more than two hours. For each domain, determine the activities you consider best to take you from current to future states.

Keep the level of activities fairly high or the exercise will take several weeks. These activities can be broken down further at a later stage.

We need to determine the measurable benefits of these activities as we go. This will serve as a powerful tool when benefits are achieved.

Do not place the activities on the roadmap template Exhibit 14 immediately. We usually use a simple spreadsheet to record the activities against each domain. Once they are all defined and prioritized, we then place them on the roadmap.

The roadmap is configured for three customizable time periods. The time periods defined are the current year, the following year, and the next three years as a single timeframe. The graphic provides more space to year 1, as the activities here tend to be more detailed and better known. The space provided for year 2 is a little less, and space decreases again for years 3—5. The left column of the roadmap document has a reddish background to reflect the traffic-light status of the PMO.