Part 2 – 2017 March PMI Book Club Q&A Session – Managing the PMO Lifecycle: 2nd Edition

2017 January PMI Book Club

The following Questions were posted and below my answers:

QUESTION: Usually PMO acts Governance for Project/Programme. Is there any PMO Governance which verifies PMO effectiveness? And how this can be executed.

ANSWER: Yes a PMO governance board should be made up of the PMO sponsor, and the executive team that sets up the PMO success criteria before PMO startup, ensure PMO keeps the expected performance per the success criteria. Once the PMO established the governance board can be used to monitor PMO’s performance, address PMO issues, and ensure support to the PMO, and that the PMO taking action as required by that governance board.

QUESTION: Hello I have question please, I am a entrepreneur in my new organization is necessary a PMO to support projects or a pmo with all power to take decisions

ANSWER: PMO needs to help its organization run projects successfully and in a standard way. Also help the organization management make decisions, PMO can make decisions within the role or area of responsibility given, but the main benefit is to help enable the decision making for the organization.

QUESTION: Each of five of our County Government departments have internal Project Managers who are not in a PMO. This seems to get the job done but as the new guy I think a PMO would better standardize and gain efficiencies. What are your recommendations?

ANSWER: Although they might be doing a fine job running their projects, but they might be missing on opportunities such as improve delivery level across all departments, reporting, standards, resource balance and allocation across the organization so that no one area overloaded with work and resources are over allocated while other areas hardly using their resources. Having a PMO certainly helps establish an organization wide standards to compare success and failure according to one measure. Also leveraging resources and lessons learned to gain efficiencies.

QUESTION: what PMO lifecycle means ?

ANSWER: It means the cycle that the PMO has to go through from setup, build out, and sustainability to ensure all steps leading to PMO’s being established or PMO’s being analyzed.


Part 1 – 2017 March PMI Book Club Q&A Session – Managing the PMO Lifecycle: 2nd Edition

2017 January PMI Book Club

In the Recent PMI Book club closing remarks panel Q&A discussion with the author, the following question was asked

Based on experience, is there a rule of thumb that can be applied to estimate the staff size needed for a PMO?  
Inputs to the heuristic being items like number of project, complexitity, etc

In Managing the PMOLC 2nd Edition, there is a chapter dedicated to PMO sizing, scaling, complexity, organization geographic reach, etc. The chapter includes staff size for the PMO. Further, the case studies chapter shows how various PMO deploy different staffing models which allows the reader to determine similar or different staffing needs depending on the organization. Rule of thumb……need to staff the PMO realistically, don’t over staff and risk letting go of people or under staff and not be able to deliver on what was promised.


January 2017 PMI Book Club – Managing The PMO Lifecycle Book—-Managing-The-PMO-Lifecycle

Managing the PMO Lifecycle (PMOLC) is a collective effort to highlight what goes into the set-up, the build-out and the sustainability of the Project Management Offices (PMOs). It provides the drivers, the benefits and the know-how. The book’s main purpose is to be a reference and a practical guide for practitioners investing in setting up, building-out or supporting new or existing PMOs through providing a practical step by step guide and practical case studies. In addition the book addresses various audiences on the corporate ladder to help them understand their roles and contributions to PMO success.

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