Project Management Offices
= Member Content
Knowledge Shelf articles are available at no cost to all PMI members. Join today to take advantage of this and many other member benefits.
Effecting Corporate Culture Change through Project Management Methods
- by James G. Trexler, MS, MPH, PMP
The author presents a case study detailing the attempts of a company to bring accountability to its inefficient IT operations. After several failed attempts, organizational change is achieved through the establishment of a project management office (PMO). The benefits realized through creation of the PMO are explained along with lessons learned.
The Project Management Office: A Component Approach for Implementing a PMO
- by Bradford Neavear, PMP
Described in this article is an approach for implementing a project management office (PMO) by building on a continuing progression of increasingly complex PMO competencies represented by the components the PMO can provide. A roadmap is revealed that outlines PMO levels and how an organization can evolve a PMO by implementing the components within each level.
The Real Value for Creating and Enhancing a Corporate Project Management Office (PMO)
- by Richard Bernheim, MBA, PMP, Project Manager, SAP Practice
The basic value of a PMO is in its ability to objectively and consistently provide internal consulting experience, project management knowledge, and a clear set of performance standards for getting all of the required work accomplished by the organization that employs it. The author explains the organizational value of and key process steps for creating and enhancing a PMO and shares the key performance metrics to apply to a functioning PMO.
Four Simple Targets for Establishing a Project Management Office
- by Cinzia Gussoni, PMP
This article describes, in a very straightforward way, the four main concentration areas needed to maximize the chances of success for a newly established project management office. Scalability and fit to purpose, clear scope, reasonable requirements geared toward project managers, and marketing and communication will be discussed as the most important aspects to consider in these types of efforts.
The Virtual PMO™ — Jump-starting Project Management Efficiency
- by Marc Lotti, PMP
The simplicity of the Virtual PMO™ is its effectiveness in introducing and leveraging the best practices from the PMBOK® Guide and immediately demonstrating value to stakeholders. The Virtual PMO™ uses a basic template for governance; hence, the "Virtual" in its name. The template offers guidance (a description of what belongs there) in each field for the project management novice. Consider the Virtual PMO™ the 30-second "elevator pitch" for the PMO.
The Strategic Project Office: The Organizational Central Nervous System
- by Francine Gignac, MBA, MAOM, PMP
Setting up a strategic project office is one way to avoid weak control of vital functions (i.e., people, effort, time, and money) and provide a cure for the disconnect between reality and the capability to deliver. The article defines the four states of an organizational central nervous system and the value in improving organizational reflexes and performance. The author provides an approach for establishing a strategic project office.
The Setting Up of Project Management Offices (PMOs) for Large Project Initiatives
- by Venkatachaliah Babu Kanamanapalli, PMP
This article provides a view of an approach that can assist in setting up PMOs for a large project initiative from a vendor organization’s perspective. Although, in a generic context, PMOs can mean project, program, or portfolio management offices, in the context of this article, PMO is viewed as a project management office and does not refer to program or portfolio management office.
Enterprise Project Management
- by Amulya Gurtu
The definitions and the roles of the project management office (PMO) today are very diverse, and it is therefore important to examine and understand the evolving role of the PMO in a dynamic global business environment. The role of enterprise PMO is as important as any other corporate function, equivalent to other corporate functions such as strategic planning, finance, or audit. In addition, an organization can maximize the value of project management by standardizing the practices and consolidating the initiatives across the enterprise.
Showing PMO Value Through Reporting
- by Marlies Shipman, PMP
Reporting the results of what your PMO achieves helps define the value that your PMO provides. This article has some tips on how to produce meaningful reports for a variety of audiences. In this article, "PMO" can mean project, program or portfolio management office.
The Multi-Project PMO: A Global Analysis of the Current State of Practice
- by Dr. Brian Hobbs, University of Quebec at Montreal
This white paper serves as a contribution to our understanding of the current state of multi-project PMOs globally. It represents a significant research effort as well as factual documentation of key findings.