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TEN THINGS TO CONSIDER BEFORE BUILDING
A NEW PMO
By Louise Gardner MBA PRINCE 2 CPPM
Decide what you want to achieve. Are you building an operational or strategic PMO? If you want to be both do you have access to the right resource types and a suitable support structure?
Do you have senior management buy in for PMO establishment? Without it you face an uphill struggle.
Will you use your existing PMs to staff your PMO or are you looking for another skill type? Experienced PMO people are out in the market place but are scarce, internal training for PMs can be a way around this.
What tools will you need, are your existing processes, systems and tools up to the job or will you need to go outside the organisation for something new?
If you were to ask your Project Managers if they felt there was value in a new PMO what would they say? If the answer would be no, how will you persuade them otherwise (and other stakeholders for that matter)?
Will your PMO be a temporary structure or a permanent one? Temporary PMOs can be valuable when delivering a large project or program and can wind up when the work winds up.
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