What to Know, Do, and Think About, Part II

Dude_Writing_Check_ListAll too often PMO Leaders immediately launch into design and set-up before understanding the FULL picture.  Here are some additional suggestions on what to know, do and think about to keep you focused and successful.

Power:  Understand the power/organization/decision-making ways and means

  • Understand the business decision-making structure(s),  i.e., committees, departments, individuals
  • Understand the organizational power centers
  • Understand the key program/business drivers
  • Understand the key operating drivers
  • Understand where project management is happening today and how it is going (or not)

Problem Solving:  Be clear about the problems(s) to be tackled through project management

  • Do you need to speed up decision-making?
  • Improve accountability?
  • Build a better understanding of interdependencies?
  • Achieve cost savings?
  • Improve common knowledge of priority efforts across departments and constituencies?
  • Achieve better use of staff, operating and capital resources?
  • Achieve better, faster implementation and closure on projects?
  • Provider a method for prioritizing the project agenda?

Launch:  Take advantage of the power of a new approach and new organizational structure of the PMO

  • Top-down leadership:  Have  a clear strategy to gain Executive Support
  • Cross-organizational understanding:  Have a clear approach to getting out and working with the key operating and business units
  • Clear and constant communication:  About the PMO, about project management, about the priority agenda, about progress, about everything project related!
  • Understand that everyone learns in different ways at their own pace; decision-makers, cultural influence makers, skeptics and stars
  • Be clear about the expectations of Executives, Operating Unit Leaders, Project Managers, PMO Liaisons, and the central PMO
  • The PMO kick-off must be lead by the most senior person possible and all that will be involved should be invited

Infrastructure:  Build the basic PMO infrastructure

  • Executive Champions – Identify those individuals that  provide ready access, direction and support to the PMO
  • Director –The PMO Leader must be someone with credibility and a strong record of getting things done 
  • Staff – Select All-Stars for the PMO.  Some staff characteristics may include:  ability to listen well, speed and performance, can do attitude, do whatever it takes, great communicators, teachers and doers
  • Structure:  Think about the PMO as something to be marbled into the organization; a central body with connectors to vital business and operating units
  • War Room – Or a place that represents the physical vitality of the PMO and the new approach
  • Tools – Keep it simple to be successful; and always start with reporting tools

 Tune in tomorrow for more—

 Lisa DiTullio, Principal, Lisa DiTullio & Associates, LLC, www.lisaditullio.com


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