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Goals of an Enterprise Project Management Office (PMO)
February 19, 2009 | Author: PM Hut | Filed under: Project Management Office
Goals of an Enterprise Project Management Office (PMO)
By John Filicetti
The goals of an Enterprise Project Management Office (PMO) are to:
- Create and maintain a consistent world class project management methodology and process for all project management engagements across the company
- Train, certify if possible, coach, and mentor project managers in not only project management, but also project delivery to ensure skill mastery and consistency in planning and execution
- Manage corporate and project priorities matching business goals with appropriate technology solutions and provide increased resource utilization across the organization matching skills to project needs
- Provide centralized control, coordination, and reporting of scope, change, cost, risk, and quality across all projects
- Increase collaboration across projects
- Provide increased Client Satisfaction with project-related work through increased communications, collaboration, training, and awareness
- Reduce time to market by providing better coordination and the right resources with the right skills for the projects
- Reduce project costs because common tasks and redundant projects could be eliminated or managed at the central level
- Reduce corporate project risk
John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.
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3 people have left comments
I would add the following as explicit goals (they may be implied within the bullets you laid out, but I believe that they are important enough to be mentioned in their own right):
1. Provide a venue for facilitating stakeholder alignment during strategy definition for new projects.
2. Provide a venue for resolving cross-team risks and managing resource, schedule and scope interdependencies between projects.
This is a great summary of the PMOs key strategic dimensions! What I really appreciate is that it can help people who are just getting started thinking about their PMO to broaden their thinking and begin translating it to their unique organizational goals & strategies. Working through this, the issue eventually becomes “How do we apply this to our day to day project workload, resource allocations, etc.?”
For what it’s worth, I’ve posted a couple of online articles re: the very basics of project portfolio mgt., including some nuts and bolts tools and links to related case studies and info at other websites. You can find them at:
* What’s Project Portfolio Management and Why Should Project Managers Care About It?
http://www.michaelgreer.com/ppm.htm
* Too Many Projects? Prioritize Them!
http://www.michaelgreer.com/prioritization.htm
[...] following section includes summaries of various PMO implementations by firm types and PMO goals with [...]