How To Create A PMO From The Ground Up

You went through the PMP Course online and got certified. You've spent the last five years as a project manager at your expanding firm, overseeing several dozen customised deployments of the enterprise software package your company provides. You've also led a few smaller internal projects, such as development initiatives to upgrade and add new features to the software products you're executing for your company's external project clients.

Your company is now thinking about taking the next step toward establishing a genuine project management infrastructure. As one of the organization's more experienced and skilled project managers, you'll likely be requested to advise on and assist in the planning of PM infrastructures, most likely in the form of a project management office (PMO). So, where do you begin? Do you employ first or do you research and prepare first so that new PMs and a director may be involved?

Below is my list of five critical actions that must occur when you establish your new PMO, in the order that they should occur.

• Plan the reporting structure. 

Before you do anything else, employ someone and set up any project management tools and procedures you might need. Next, figure out how the PM reporting structure will work. This will set the tone for any future recruiting that may be required. Do you require the services of a PMO director? Likely. Should the position be filled from inside or outside the company? Outside is how I vote, but it is debatable. Every effective PMO requires C-level support and buy-in. In my perspective and based on my observations, the PMO is bound to fail without it. Is a CPO, or Chief Project Officer, required for this newly established PMO? Probably not, at least not at this point. The role of CPO is a new one, and a business launching a new PMO is unlikely to have the funds to hire one right away.

• Hire the PMO director. 

After that, appoint a PMO director having undergone PMP Course online. This individual, in my opinion, should come from outside the company rather than from within. Why? Partly because I've seen far too many firms fail because they put a resource manager who was between jobs in charge of the PMO. It was a poor decision. However, the PMO director should be objective and completely focused on the PM infrastructure's performance. There are no favourite executives or department heads. They should also avoid being in charge of projects. The director must be focused on his staff's PM career growth as well as the pleased clients that each project should provide. He must assist in the resolution of major issues, the removal of barriers, the implementation and enforcement of policies, reporting to top management, and the promotion of his young PM organisation.

• Create templates and define tools to start with. 

After that, establish policies that the PMO and PMs will adhere to. Create templates, to begin with, but be willing to adapt them as the PM organisation acquires traction and experiences growing pains. To begin, choose a solid project management scheduling application. You can always modify it later — there are literally hundreds of possibilities currently.

• Hire project managers. 

Hire project managers with a lot of experience. Some of them should come from within the company since well-connected PMs can get things done faster for their projects internally than those who are new to the company. But make sure it's a mix. Also, don't hire only certified project managers. Experience is preferable to certification, but certification is a good thing to have - it's just not the primary reason to hire someone. Keep an eye out for accomplishments.

• Make an announcement to the company and customers. 

Finally, confidently roll out the PMO to the company's project customer base. All of the players in the PMO should be announced, along with their expertise. Indicate any ongoing or soon-to-be-launched initiatives. Make it sound as vital and apparent as possible, while allowing yourself some creative licence. The goal here is to be bold and confident in order to raise awareness of the new PM infrastructure so that it is used and everyone notices it. It's much better if the announcement comes from or is co-authored by a C-level executive.

Want to learn more about creating a PMO? Enrol in project management courses online today!

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Created on Jan 9th 2022 22:30. Viewed 166 times.

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