Today you can launch a PMO initiative within one month. No matter how big your organization. At CIPC we believe this is how PMOs should be launched today, to ensure agility. Start with a PMO that focuses on one SMART idea. SMART as in Specific, Measurable, Attainable, Realistic, and Timely. It does not have to be big. Just a quick-win that offers value in a smart shortcut way.
Here are three examples of such PMO setups:
1. The Charter Process PMO Setup.
This PMO started by fulfilling a specific company need: focus on strategy. The company had a lot of initiatives started by its executives, but not enough resources to do them. The result was that nothing was getting done, and an overwhelmed staff.
The PMO simply launched a Project Charter Process. And a new rule. The rule is: No work is allowed on any project without a signed charter from specific people with the authority to sign a charter. Otherwise, the staff must refuse to work on the project.
The PMO put measures in place to catch any violation and to ensure the reporting of attempts of violations. This worked beautifully for the company and gave them much needed focus. It also gave the PMO a quick win to build the PMO on.
2. The Executive Reporting PMO Setup.
This company chose to take a different route. The executives were having a hard time finding necessary project information. The existing PM tool was too cumbersome and hard for executives to find info on. So the solution was a simple User Interface on the browser that executives can see their data in simple few intuitive clicks.
Behind the scenes, the PMO was tasked with putting the processes, tools, and people in place to ensure the data is in the system for executives to see. It had to be accurate and timely. The PMO ensured only the most relevant data was added in the beginning. Also, it combined manual and automated techniques to ensure data availability.
Another rule was that the net amount of effort should be a saving of time not more time, for executives and staff. The result is a reporting system that executives saw value in, and brought accountability to the projects at the right level. This became the basis for refining the project management system at the company and to bring about more maturity to the rest of the project management methodologies.
3. The Supportive PMO.
A simpler approach was undertaken by a major telecom where the PMO has to be a more supporting role and leave room for project managers and their managers to handle project management.
They decided to build the capacity of the project managers by building a training program sustainable that builds the capacity of stakeholders, not only project managers, in project management. The program gave relevant training for stakeholders depending on their role. It started with awareness training focusing on the value of project management for the business. Then it delved into more role-specific training for different stakeholder types. The program has an e-learning element, and an element tied to recruiting and orientation, in addition to training for different career paths.
The training significantly raised the level of maturity of the organization in project management and ensured awareness is there to take project management seriously and give it due attention. The training program also gave motivation in providing clear capacity building tracks for staff and managers.
All of the examples mentioned are setups we have used with past clients with outstanding, effective and most importantly fast results.
At CIPC we believe in implementing fast improvements. We are a consulting company on steroids, so to speak. We deliver an operational PMO within a month, on the ground, fully functional, and meeting client expectations. To do that we use Digital Transformation drivers, AI, and neuroscience in ways that are innovative and agile. We use methodologies and solutions that make delivering PMOs and strategy execution simpler, faster, more effective and most importantly more insightful.