Postscript for the Smaller PMO

These postscript notes are included at the end of each chapter to indicate the simpler solutions that a smaller PMO might pursue to achieve some semblance of the prescribed functionality, even when there are conditions of reduced resources, inadequate funding, and limited mandate or support. However, in this first chapter on PMO functions, there is little recourse for the smaller PMO because the topic of this chapter — project management methodology —is a fundamental purpose of the PMO. Therefore, even the smallest PMO will need to focus on many of the project management methodology development and implementation activities presented in the basic PMO function model.

Nevertheless, there is a three-step approach that the smaller PMO can follow to ease the possible burdens of limited influence and staffing:

Establish Simple, Critical Procedures for Project Management

Identify the standards to be referenced and initially build simple processes for a few of the more critical project management activities within the relevant organization. Such processes might include:

• Defining the project

• Preparing the project work plan (by using a work breakdown structure with estimates of cost, schedule, and resource utilization)

• Assessing project risks

• Managing project quality

• Tracking and controlling project progress

• Reporting project status

• Conducting project close out

Processes for these or other critical activities in the project management environment should be developed and implemented across multiple projects — as many projects as project managers can support in an initial process implementation effort.

When success is achieved through implementation of initial processes, the effort can be expanded for more comprehensive coverage of process development and implementation across the project management life cycle.

Gain Increased Support to Construct and Implement More Processes

The PMOs best intentions can be undermined by a lack of support for process (methodology) implementation by key project management participants. Therefore, it is essential for the PMO to elicit the support of project managers and senior management during this effort.

Pursue the support of individual project managers by:

• Making the processes reasonably easy to use

• Giving project managers flexibility in process implementation

• Incorporating forms, templates, and checklists to accompany process guidance

• Soliciting input of project managers in developing forms, templates, and checklists

• Introducing existing methods and procedures that work well for individuals and would benefit other project managers when used more widely

Senior management buy-in can be achieved by demonstrating how a common approach to project management, applied across all projects, enables aggregate project information to be compiled to facilitate business decisions.

Expand and Incorporate Technical Processes

Expand existing processes to provide a more complete life cycle coverage of project management. After establishing the critical processes, move on to the next level and set up the essential processes of a complete and effective project management methodology.

In turn, as the methodology is completed, technical performance activities can be linked to the process.