Does YOUR Organisation Need a PMO? Part 2
In Part 1 of this posting I ran through a list of questions that I had put forward during a training class that I ran entitled “Establishing the PMO”.
Here we will look at a selection of answers given to key questions together with an indication of the position of the respondent on the business.
Where do admin and support functions sit?
“Currently these functions are not available. The project manager does the administrative tasks pertaining to the preparation, analysis, and communication with business.” – in-house PMO Project Manager
“It depends who is the owner of the project.” – IT Manager
“I have no idea…..” – Business Unit Manager
Several others similar to this last one.
How are Project Managers Selected/Appointed?
“The one with the most technical experience in the project area.” – Senior IT Manager
“No formal process.” – Business Unit Manager
“I have no idea…..” – Business Unit Manager
Several others similar to this last one.
How are projects monitored and controlled?
“By measuring the ongoing project activities, monitoring the project cost, deliverables, milestones against the Project Management Plan and the project performance baseline.” – newly-recruited PMO Project Manager speaking theoretically.
“Through achieving the strategic objectives stated at the beginning of the project.” – Business Unit Manager
“It depends who is the owner of the project.” – IT Manager
“I have no idea…..” – Business Unit Manager
Several others similar to this last one.
How is project success measured?
“Product: Did the project result in the deliverables of
Time: Did the project come in on schedule?
Cost: Did the project come in according to budget?”
- Senior Business Unit Manager speaking theoretically
Many others similar to this.
“I have no idea…..” – Business Unit Manager
Some others similar to this last one.
How would you like to see things done?
“Projects managed based on clear methodology using standard templates and tools with project management quality system in place to ensure effectiveness.” – Process Improvement Manager
“Professionally.” – Business Unit Manager
“More organised.” – Business Unit Manager
“Have more organisation from IT and Business side.” – Business Unit Manager
“Through a standard process with clear scope objectives for all projects.”- newly-recruited PMO Project Manager
“Project tasks to be planned and assigned.” – IT Manager
“Define for each project the Project Manager in Charge.
- Projects should be closed on time.
- Projects should be prioritised.
- Projects should be monitored.
- Tools and Processes should be identified.
- Templates should be built.
- Requirements should be well written.
- Changing requirements should be well studied and analyzed before execution.
- Teams’ motivation should be established.” – Senior Business Unit Manager
Why do you think IT needs a PMO?
“To create transparency to the business regarding delivery dates of projects and to assure on time delivery of the scheduled projects.” - Business Unit Manager
“To allocate resources across projects, consolidate information about all projects, communicate with all parties.” – Process Improvement Manager
“To prioritise the various projects across the group and ensure dependency of the different projects as needed by business stakeholders.” – Business Unit Manager
“To manage the large number of projects in the business.” – IT Manager
“Because, over time, the company is in need of having a source of guidance, documentation, and metrics related to practices involved in managing and implementing projects.” - Process Improvement Manager
“Because of the fast-paced growth of the company; the increase in number, size and complexity of the projects; and the need for specialised project managers.” – Senior Business Unit Manager
What is the role of the project manager?
“The overall responsibility for the successful planning, execution, monitoring, control and closure of a project.” – newly-recruited PMO Project Manager
“Ensuring the project success, improving project deliverables, increasing project ROI, reducing cost, and adding value to the business.” – Senior Business Unit Manager
“Delivering on time, within the budget and without compromising quality.” – Quality Manager
“Manage the project from conception until implementation.” – IT Manager
“Developing the project plan, communicating with resource owner, ensuring that assigned tasks are completed on time, reporting on the status of projects.” – IT Manager
What do you think the role of the PMO should be?
“The PMO should lead a group of PMs , review projects’ reports on progress, study the projects’ risks and implement tools for automation.” – IT Project Manager
“A PMO is responsible for centralising and coordinating the management of all projects within an organisation. One of its main benefits is the standardisation of project management methodologies and tools, the availability of project management resources and a maintained knowledge from previous projects.” – Quality Manager
“Repository for ALL bank projects.” – Senior Business Unit Manager and Process Improvement Manager
What barriers might there be to PMO effectiveness?
“Resistance to change, Lack of resources, lack of management support, lack of efficiency, lack of good planning, lack of communications.” – Senior Business Unit Manager
“Resistance to change, culture.” – Business Unit Manger
“Not getting executive level sponsorship and support. Departmental silos and resistance to change. Unrealistic expectations from the PMO.” – IT Manager
“Getting Project Managers with the right skill sets.” - newly-recruited PMO Project Manager
“The level of authority given to Project Managers may not be sufficient.” –Process Improvement Manager
Many more of the same.
When do you think the PMO should be fully functioning and effective?
“Yesterday!” – Two Senior Business Unit Managers
“ASAP.” – Business Unit Manger
“Now.” – Business Unit Manger
When the process is clear, project managers available, sourcing strategy in place, PMO tools available.” – IT Manager
“Following the first year of establishment and implementation of the PMO.” – in-house PMO Support Officer
“It might take years to have it fully functioning depending on stakeholder acceptance.” – Senior Business Unit Manager
The results of the questionnaire and interviews bore out the company’s own view and the transformation consultant’s original analysis. The summarised results were presented to attendees at the EPMO workshop and were largely accepted as a true representation of the reality on the ground. There were inevitably a few dissenting voices from within the ranks of IT managers but overall there was acceptance of the need for change. The workshop then helped attendees to explore where the business wanted to go with the IT PMO and it became clear that there was a movement amongst the more senior business unit managers to see the PMO as an enterprise-wide organisation not just for IT.
The workshop was then followed by two days of wrap-up consultancy to help the HPMO and the new PMO team to build upon the start made and to plan their “next steps”.
So, have the ailments of this company seemed sadly familiar to you?
If so, what are your “next steps”?
