Why a corporate PMO and Success Key Factors for its implementation

Within organizations it is frequent to find a Systems PMO and less frequent to find a Corporate PMO. The reason is surely connected to the criticality of the Technology when carrying out a new initiative. However, this vision is wrong and a cause of tension among the different areas of the organization. To assign the department of Systems the responsibility, though partial, of what a Corporate PMO should be is the acknowledgement of not having found a more logic way to approve, prioritize, and follow up the projects within the organization.

The following 4 points can help in making the attempt to implement a Corporate PMO be successful. These points refer to:

¿What must be considered in the kick off?
¿Which are the stages for a Corporate PMO to start working?
¿Which cultural aspects are necessary?
¿What are the most frequent mistakes in the implementation of a Corporate PMO?

1. Topics to consider in the kick off

Implementing a Corporate PMO involves defining its nature clearly. For this purpose, it has to be established:

a) What is the value proposal?
b) What will be the roles involved?
c) To whom it should report to? (Project committee?)
d) What will be its staffing?
e) Which are the operation tools (software of support and processes)? and,
f) How will the “buy in” of the organization be accomplished?

2. Minimal stages for a PMO to start working

An adequate implementation methodology is the one that considers at least the following stages:

Stage 1. As any project, develop the Project Definition and get the approval of ALL the necessary Stakeholders.
Stage 2. Build the operations infrastructure
Stage 3. Implement with the adequate approach (considering, among other things, the treatment for the current projects) Cross Stage of Change Management: Communicate, Communicate, Communicate

3. Necessary elements in the Project culture of the organization

The implementation of a PMO requires:

a) The existence of a methodology that guides the realization of the application projects in all the areas
b) A model business case in the project approval process and its evaluation post-implementation
c) A model for human capital performance management that includes performance assessment in projects,
d) A consented model for project prioritization,
e) Sponsors, Project Leaders and Team Responsibles minimally leveled and trained

4. Some frequent mistakes in the implementation of a Corporate PMO

a) a) Adopt a PMO approach not compatible with the organizational culture
b) Be perceived as non-adding value
c) Be more oriented to processes (methodology, procedures) than to the business (mix of projects)
d) End up being part of the problems, instead of being the facilitator of the solutions
e) Not being located in the correct place and/or not having the adequate Top Management focus to sponsor its operation

Hope it helps!