PMO 101: The Rollout

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PMO 101: The Rollout
George Hunte (April 30, 2009)

For organizations tracking and managing dozens, even hundreds of projects, a responsive, accountable project management office is crucial to success. After determining needs and level of maturity, a rollout plan must be developed. While there is no preset order for executing against this plan, here, in part two of our series, are suggestions.

Establishing a project management office is the foundation for improving your organization’s project, program and portfolio management best practices. It will enable you to accelerate time-to-market and increase the quality of IT initiatives in a cost-effective manner.

In Part One of this six-part series on enterprise project management best practices, we outlined the first steps in establishing a PMO: “Getting Started.” In this article, we describe a rollout plan — including staffing, reporting structure, developing a repository of materials, and selecting technology to automate and enforce your processes.

Step One: Implement the PMO Staff and Determine Reporting Structure

The PMO is the CIO’s “eyes and ears,” it is the body that the CIO relies upon to make sure the organization is addressing the right needs and that budget is being applied towards initiatives that will sustain and grow the business.

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