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Ready To Roll Out
Ted Stephens (June 29, 2006)

Establishing a PMO involves a degree of change that will be felt across the organization. As you move forward with implementation, it is essential to understand the impact on all stakeholders, gain wide support for the changes, clarify accountability and maintain two-way communication.

This is the final installment of a four-part series on setting up a project management office. The previous three articles are: “Know Your PMO’s Role,” “Put Some Detail in Your PMO’s Role” and “Sizing Up Your PMO.”

Your organization has decided to establish a Project Management Office (PMO), and you’ve done all the hard work. You’ve defined the PMO’s responsibilities, designed its structure, and outlined the staffing needs. It’s time for the rubber to hit the road, which means there may be some squealing. How do you implement the change while avoiding organizational trauma?

Implementing a PMO is similar to any change management process. You need to plan for the change, design the materials to prepare the way for the change, and put the PMO into operation.

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