What to Know, Do, and Think About, Part III
Here are some additional suggestions on what to know, do and think about to keep you focused and successful when launching a PMO.
Roles & Responsibilities: Understand the different roles and responsibilities of all involved in project management
- Who is the Executive Leader for the PMO and the project management approach?
- Who are the Executive Champions for each project?
- Who are the Project Leaders for each project?
- Who are the Project Managers for each project?
- Who resides in the central PMO?
- Are there business and operating liaisons connected to the PMO?
Tools: Provide both Executive reporting tools and tools/methods to manage the projects
- Focus on the priority projects only
- Provide Executive Reporting tools that provide accountability, visibility, and rapid decision-making. Make sure they tie-in to the project reporting tools
- Provide Project Reporting tools that help manage the project, provide simple roll-up reporting, and identify critical risks and dependencies. They must all be simple and not time-consuming
- Build the overall Project Management approach from the lessons learned as you assess your environment and business needs
Project Start-up
- Be clear about requirements for priority projects and why practices are necessary
- Be sure to have Executive Owners, Project Managers and Core Team members named, as well as project goal, start/end date, and a clear description of proposed results for successful launch of individual projects
- Provide training and support to project managers and teams
- Provide opportunities to raise and resolve issues quickly
- Provide an “Honest Broker” role for Executives and project teams
- Provide facilitation, consultant and other services, as needed
- Be prepared to provide “project rescue” services
Priorities: Require Executive decision-making to prioritize the project agenda
- Executive leadership must develop and approve the total priority project agenda
- A start-up PMO can successfully about 20-30 initiatives (depending upon project size)
- Create a Gatekeeper process on determining what is a priority project
Post-launch Activities: Provide post-PMO launch services and activities that add value
- Provide regular Project Management meetings
- Provide regular project tracking and reporting to Executives
- Launch periodic emails news from the central PMO
- Provide key milestone and deliverable tracking: Show progress, celebrate wins!
- Offer ongoing Project Management training (to all stakeholders)
- Promote project success stories; highlight key savings, process improvements, customer satisfaction, etc. to EVERYONE
Lisa DiTullio, Principal, Lisa DiTullio & Associates, LLC, www.lisaditullio.com
