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clock, paperwork, suitcase For a project-based organization, setting up a PMO is equivalent to parenthood. It’s just not enough to wake up early to go to work, eat your sandwiches diligently in front of your screen and be a loyal friend. From the moment you embark on this new ship, it’s a whole new level at which you will need to keep ahead of events, create new habits, and be always ready to respond to an emergency. For me, the key to start the process with the right foot forward is to know yourself as well as you can.

Organizations can use the wisdom of self-knowledge in smart ways. Let’s have a look at factors that are helpful indicators of maturity.

Know thy maturity, they say

The degree of maturity of an organization is strongly correlated to the complexity of the PMO model that it is likely to implement

According to a study published by Forrester and PMI in 2011, there a number of features and characteristics that provide insight into the maturity of a company.

Possible signs of low maturity:

Lack of clear strategy. Projects are not always properly aligned with the objectives of the organization.

Lack of quantitative evaluation. In this scenario it's impossible to obtain clear indicators of the state of each project, identify the causes of any problems and search for areas of improvement. In addition, measures should be taken to improve the efficiency of the company.

Ideas, projects and business areas are not prioritized.

Companies that have a medium level maturity may show the following characteristics:

Ability to prioritize projects.

Some degree of alignment between projects and the overall objectives of the company.

Metrics to quantify the results of high level projects.
Resources are planned prior to implementing a project.

A company with a high degree of maturity has the following features:

Integration of the company’s work and tasks in projects and programs.

All work is goal oriented. Each task or project is working towards the general objectives of the company.

Standardized measures for the results of each project are performed. This way you can monitor both the progress and status of each project and the impact that the various risks and corrective measures may pose to each of them.

There are effective systems in place to allow quick and flexible communication among team members in the various tasks and projects.

Work systems can incorporate agile and classic methodologies that help maximize efforts.

Projects conform to international standards, ensuring quality and allows smooth implementation in all locations the company is present.

Software options combine Specific and advanced solutions with simple and direct tools so that workers can optimize the use of their time and be more productive.

Implementing a PMO

1. Justification and initiation. Once company executives are aware of the benefits, your organization might be in a good place to start setting up a PMO.

A PMO can contribute clear objectives and compliance metrics, identify possible deviations and define corrective measures. Decide how much your PMO will take up, build your information streams and draw up a goal-driven plan.

2. Planning. What are some of the steps needed to implement the new project management policy?

Seamless communication with the board of directors and with customers to establish the scope, objectives of the company and therefore decide the projects to be undertaken. These communication channels should be structured and maintained throughout project implementation.

Choose an organization system for the company, project management methodologies and a governance model.

Recruit your project management staff. Your crew may combine specific project management training with an open mind that allows continuous training throughout the project to meet the needs which may arise during work.

3. Execution. Measurement and monitoring frameworks are an important component of project implementation that can easily benefit from the centralized functions and the homogenization of a PMO. Project managers position will be strongly supported with the enhanced communication between all organization stakeholders.

At ITM Platform we can help in the process of creating your PMO. With our platform, user onboarding and technological deployment are seamless: our customers start using our solution in as little as one week. You will be able to focus on what really matters: defining the internal procedures that allow you to improve your performance.

If you want to know more about how we can help, request a demo of ITM Platform or request our implementation service, which provides tailored training adapted your company’s needs.

Juan Delgado

Blogger ITM Platform

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delivery service process office flat 3d web isometric infographic concept vector. exterior and interior isometry rooms with people staff workers. warehouse management. creative people collection. When project after project is being completed with delays of above 20%-30% unrelated to major issues, executors complain of poor coordination and PMs report progress without a unified model, you might be in a situation that would benefit from the centralization of your governance in a Project Management Office (PMO).

PMOs are versatile: they are adaptable to the nature of the organization that creates them. Therefore, when implementing a PMO in your company, you will need to decide what the roles and responsibilities of the PMO will be. By understanding what needs to be addressed and the issues currently faced at your organization, you can shape the PMO as a response to those factors.

Internal Evaluation

The first step to determine the most appropriate type of PMO for a company is to know what the expectations of the PMO are. Ask yourself and your internal customers the following questions:

What are the main problems or areas of improvement within the organization? Have you detected inefficiencies in any of our processes?

What is the balance between formal and informal communication flows and reporting from the company? Is the company coordinating too much work in a spontaneous and decentralized way? Does this pose a problem for the evaluation of management processes? These questions are especially important in relation to the size of the organization: while small teams can afford a high degree of informal communication, a growing the business must follow the path of standardization. It’s vital to persuade all staff to adopt new procedures and to identify the risk low adoption.

What is more central: operations or projects? PMOs are designed to work with projects, not operations. If the latter are predominant, you may use a PMO to frame operations in a broader scope or to integrate them with other sections of the company. However, this is a very indirect form of projectization.

Is the company currently achieving its main objectives? If not, why might this be?

What are the measures to adopt if the organization does not meet the intended objectives?

When finally implementing a PMO, you must decide what a successful PMO might entail, and how to know if it is not operating as it should.

Objectives, size, maturity and corporate culture

The structure and objectives of a PMO depend on the degree of efficiency required by the company. For example, a PMO can serve to manage both a business for profit as well as any other humanitarian purposes. However, more often than not economic profitability takes precedence when setting up a PMO.

Another aspect to consider is the size of the company: Project scope, type of product, target audience, etc. will vary. While a small business can use a less structured approach, in a larger company the number of simultaneous processes that can potentially coexist multiplies, and so does the importance of standardization and structured reporting systems.

It’s particularly important to maintain the balance between support and control. Focusing too much on control can cause discomfort among workers and increase resistance to change, while offering too much support can lead to excessive documentation and training no one will actually use.

One possible solution is to begin with less demanding PMO models with supporting functions, and gradually pivot towards controlling and directive approaches.

Selecting the most appropriate PMO for my company

Here is a list of situations where it would be advisable to choose a specific type of PMO. Although the classification of the 3 types of PMO remains orientative, it can serve as a good starting point to size the scope of the project and identify good practices.

You should choose a Supportive PMO if:

Your company lacks methodologies, procedures and project management tools.
Project Managers have not developed specific skills in project management
Your company lacks adequate training programs and updated project management.

You should look for a controlling PMO if:

There is a moderate project management culture in your company.
Project managers have basic knowledge in current PM standards.
The organization is accustomed to multidisciplinary projects.
Project management standards and compliance practices are implemented.
The supportive PMO is already implemented.

The directive PMO would be best if:

The company has successfully implemented the previous two types of PMO.
There is an established project-based mentality.
Schemes to monitor all processes with structured reporting systems are effectively established.