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Home > Departments > PMO/EPM
When setting up a project management office, it is essential to clearly define its role from the outset. Whether the PMO’s scope is limited to support activities or extends to project governance, finance and process improvement tasks, smooth functioning depends on a clear delineation of responsibilities and accountability.
This is the first article in a four-part series on establishing a project management office.
You’ve heard the buzz about how a project management office (PMO) can facilitate the development and coordination of projects, and you are persuaded that your organization is ripe for developing a PMO. Where do you start?
The first step is to define the scope of your PMO’s tasks: What activities will the new office undertake? How extensive will its responsibilities be? To whom will it report? The answers to these questions will provide the guidelines for determining the PMO’s structure, staff size, and staff skill sets, and set the tone for how the PMO is integrated with the business.
There are several general areas in which a PMO might play an active role: organizational development, standardization, shared services, governance and finance, and process improvement.
> Organizational development.
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