![]() It’s also common to see those who have worked in successful PMOs at previous roles or organisations keen to replicate that success. There are a lot of PMOs withing organisations manned by enthusiastic individuals who have gained learned a lot of PMO terminology and theory, keen to tell an organisation what their PMO should provide. In doing so, you will also be able to understand which customers within the organisation will utilize the PMO. Regardless of what type of initiative you’re looking to implement, it is important to establish what Project and Programme services you’re delivering. These different offices are useful to consider when Setting Up a PMO – what type of services will our PMO offer? There are a wide range of acronyms used to describe types of PMOs, for example a Project Support Office (PSO), a Change Project Management Office (CPMO), an Agile Project Management Office (APMO) alongisde many others. ![]() Often, organisations don’t create individual offices for the four types of services offered, instead they use a single central office, often deemed an Enterprise PMO or Organisational Portfolio Office, to deliver Project and Programme Office services, as well as Centre of Excellence services. The Centre of Excellence has good Project and Programme with an understanding of the politics of an organisation, able to align Project and Programme processes within Business As Usual departments such as HR, Finance, or Procurement.īy understanding these four different types of offices, we are a step closer to understanding what kind of PMO is required within our organisation. Centre of Excellence – The CoE is a standards office, in which decisions on Project and Programme standards, templates, processes are made.However, is is important to note that not every project is big enough to justify establishing an official Project Office, often such services are delivered by more central offices within an organisation. This may be temporary, whilst the project is ongoing, and supports the Project Manager in all Project activities. Project Office – an office that offers services to an individual project.As few Programme Managers are able to undetake every activity required to deliver the Programme, the Programme Team and Programme Office may provide support ranging all the way from planning, resource management, risk management, resource management, issue management, quality assurance, performance management and beyond! The Programme Office supports the Programme Manager in delivering whatever is required of the programme. Within organisations working on a large programme, a dedicated Programme Office may be a permenant feature. Programme Office – an office that delivers services to a programme.It might not necessarily deliver support to Projects and Programmes, but rather deliver support directly to the C-Suite in terms of understanding and supporting in delivering portfolios to further the business strategy. The Portfolio Office often has a significant level of credibility within the organisation, with experience focused within the business, and not specifically Project or Programme management. This is often a central point of the organisation, where specific services and particular types of resources are provided. Portfolio Office – an office where there are services provided across the organisation/division/department that support senior excecutives to understand their investment in projects and programmes and understand how these link to business strategy. ![]() In order to establish what the role of the PMO will be, it is important to clarify some key terms often used (and misused!) within the PMO. When we use the term PMO, it is often very general, and doesn’t actually provide any explanation as to what the PMO is being set up to do. This post will be taking a look at the first question – What kind of PMO is required? PMO Terminology On the 20th of January, PMO Learning Directors Eileen Roden and Lindsay Scott delivered a webinar with BCS (British Computer Society) entitled ‘How to Setup a PMO’, covering a range of topics including wh at kind of PMO is required? What resources are needed to implement a PMO successfully? How can we measure the su ccess? With 669 participants, it’s clear that many of us in the world of Projects, Programmes and Portfolios are looking for guidance in Setting Up a PMO within our organisations.
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