DTU ProjectLab - User contributions [en-gb]

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:52:55Z

Rhishi73:

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision making and overview. A PMO system can provide real time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to '''[[Risk management in project portfolios| risk management]]'''.<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for '''[[Resource Allocation in Project Management]]'''. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the '''[[Iron triangle]]''', thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where '''[[the stage model of transition]]''' like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:46:35Z

Rhishi73: /* Limitations and pitfalls of a implementing a PMO system */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision making and overview. A PMO system can provide real time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:45:50Z

Rhishi73: /* Resource Management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision making and overview. A PMO system can provide real time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:45:29Z

Rhishi73: /* Risk Management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision making and overview. A PMO system can provide real time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:44:59Z

Rhishi73: /* How it supports project, program and portfolio management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision making and overview. A PMO system can provide real time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:44:29Z

Rhishi73: /* Implementation process of the PMO system */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:43:25Z

Rhishi73: /* Abstract */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management connecting a lot of the dots in project, program and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:41:58Z

Rhishi73: /* Limitations and pitfalls of a implementing PMO system */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:40:57Z

Rhishi73: /* Limitations and pitfalls of a PMO system */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a implementing PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:39:18Z

Rhishi73: /* How it supports project, program and portfolio management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:38:46Z

Rhishi73: /* Risk Management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to [[Risk management in project portfolios| risk management]].<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:36:06Z

Rhishi73: /* Resource Management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to risk management.<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for [[Resource Allocation in Project Management]]. In this regard, the PMO system can aid in centralising the management of project resources and distributing them across portfolios.

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[Iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:34:27Z

Rhishi73: /* Change Management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to risk management.<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for resource allocation in project management. In this regard, the PMO system can aid in centralising the management of [[project resources and distributing them across portfolios]].

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*'''Initiation phase''': Identify and clarify the need, readiness, and scope of change.
*'''Planning phase''': Define the change plan, stakeholder engagement plan, transition, and integration plan.
*'''Executing phase''': Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*'''Monitor and Control''': Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*'''Sustaining''': Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:33:27Z

Rhishi73: /* ADKAR */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to risk management.<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for resource allocation in project management. In this regard, the PMO system can aid in centralising the management of [[project resources and distributing them across portfolios]].

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*Initiation phase. Identify and clarify the need, readiness, and scope of change.
*Planning phase. Define the change plan, stakeholder engagement plan, transition, and integration plan.
*Executing phase. Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*Monitor and Control. Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*Sustaining. Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*'''Awareness''': To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*'''Desire''': Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*'''Knowledge''': With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*'''Ability''': After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*'''Reinforcement''': The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:32:29Z

Rhishi73: /* How it supports project, program and portfolio management */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.

PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.

PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to risk management.<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for resource allocation in project management. In this regard, the PMO system can aid in centralising the management of [[project resources and distributing them across portfolios]].

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*Initiation phase. Identify and clarify the need, readiness, and scope of change.
*Planning phase. Define the change plan, stakeholder engagement plan, transition, and integration plan.
*Executing phase. Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*Monitor and Control. Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*Sustaining. Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*Awareness: To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*Desire: Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*Knowledge: With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*Ability: After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*Reinforcement: The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:30:09Z

Rhishi73:

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Project Management Offices (PMO) are centralised functions within organisations that facilitate project, programme, and portfolio management. PMO systems aim to standardise project management practices, optimise resource allocation, and align projects with strategic objectives. They support project management at various levels, including project, programme, and portfolio management. Integrations in PMO systems can include tools and models such as the stage-gate model, earned value management, and SWOT analysis. PMO systems aid in risk management, resource management, and visualisations, such as project dashboards and Gantt charts. The implementation process for a PMO system requires a change management plan to ensure stakeholder buy-in and effective execution. Applying change management models, such as the ADKAR model, can help organisations effectively manage and implement PMO systems, leading to improved project outcomes and organisational performance.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and PMO systems are centralised functions within an organisation that oversee project, programme, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref>https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function. Its primary objective is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

*'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management, and quality control. The system can also support individual projects with the needed templates, guidelines, and best practices.
PMI defines the primary function of a PMO in project support, but not limited to, as:<ref>Project Management Institute. (2013a). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.</ref>
*Managing shared resources across all projects administered by the PMO;
*Identifying and developing project management methodology, best practices, and standards;
*Coaching, mentoring, training, and oversight;
*Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
*Developing and managing project policies, procedures, templates, and other shared documentation(organizational process assets); and
*Coordinating communication across projects.

*'''Program level''': At the programme management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for programme planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help ensure that programme goals are aligned with organisational objectives and that resources are used effectively. <ref>https://www.productplan.com/glossary/program-management/</ref>

*'''Portfolio management level''': A PMO system supports managing portfolios to align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that organisational goals are reached with value maximisation, and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real-time visibility and transparency in project, programme, portfolio, and company performance.
PMI describes a portfolio management office as service for project and program in following areas: <ref>Project Management Institute. (2013d). The standard for program management – Third edition. Newtown Square, PA: Author.</ref>
*Aggregate and provide performance results of the portfolio components;
*Define portfolio management methodology, best practices, and standards for use as guidelines while formulating the methodology and standards for project and program management;
*Forecast supply and demand for a portfolio that can be further broken down into supply and demand for projects and programs;
*Define a portfolio management strategy;
*Provide portfolio oversight and manage the overall portfolio value; and
*Identify risks, analyze risks, and plan risk responses at a portfolio level.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system, it’s essential to map the models and tools used in practice already and integrate them into the common platform of the PMO system. Some examples of tools and models which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, tracking progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised according to need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Risk Management==
With the holistic view a PMO system offers in project, programme and portfolio management, it also opens up the opportunity to assist with identifying, analysing, and responding to risk management.<ref>https://www.projectmanagement.com/contentPages/article.cfm?ID=269715&thisPageURL=/articles/269715/PMO-Risk-Management#_=_</ref>

*Identifying risk involves using the holistic view and historical records to recognise similar risks from the past. Although all projects are unique, this approach provides an additional resource in the identification process. The system can track portfolio or programme-level risk down to individual projects, creating more transparency. If the PMO system is properly aligned with the company strategy, it will be easier to identify any risks of misalignment between that and a project objective.

*Analysing risks can be visualised and structured using an impact-likelihood matrix, providing a comprehensive insight into the identified risks. The analysis can also be compared to a risk register of previously assessed risks. Associated quantitative measures of the risks being realised and qualitative measures on well-being and retention can be considered.

*Response strategies can be developed with support from the system analysis of the risk. With a holistic, broad view, resources can be appropriately allocated to mitigate risks across the portfolio, programmes, and projects. The system should also be able to help provide a time estimate to anticipate the potential realisation of the risks.

==Resource Management==
When referring to resource management, it is not just cost-related, but also refer to human capital.<ref>Crawford, J. K. (2009). Mastering resource management: the PMO's role. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.</ref>

Thus, properly defining and allocating talent and skills is crucial for resource allocation in project management. In this regard, the PMO system can aid in centralising the management of [[project resources and distributing them across portfolios]].

The system can help structure but not limited to:

*Resource identification
*Process development on resource assignments
*Project staff planning and controlling.

By centralising these aspects within the system, the organisation gains:
PM competency. Better defined resources help to appoint suitable PMs, who can then assign appropriate resources and provide more effective training. This results in higher quality project management, delivered within budget and on time, in line with the [[iron triangle]], thus reducing project failures.

Professional development programs. When PM competencies are identified forms KPI’s for the project performance, which can be used to proactively develop and train PM’s. A well trained PM should be able to support the project using the PMO forecasts, resource allocation and reviewing plans.

Role description for responsibility and ownership. With a clearer description of the knowledge and skills needed for a project role, the required project resources can be better managed. This is achieved by properly defining names, descriptions, and required backgrounds for roles, so that less time and skills are wasted in the wrong positions.

Organisational capacity. In a holistic view, once the database of specific roles, along with their skills, capabilities, specialities, experience, and technical skills are mapped, the company can begin to see existing resources across the organisation and assess its capacity.

To achieve these gains, it is essential to gain support from the top, in order to make the best use of resources across portfolios, align with the company strategy, and establish proper governance for project selection.

==Visualisation==
Visualisations can be a powerful tool for PMO systems, as they provide a way to quickly convey complex project information to stakeholders. This should be considered when setting up the PMO system. Some examples of ways to visualise models and tools in the PMO system could include:

*'''[[Project dashboard]]''': Project dashboards can utilise available data from both within and outside the organisation to provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations, depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, for example, through KPIs. Tools like Power BI and Tableau can be used.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that offers a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Implementation process of the PMO system=

Building a PMO isn't a plug-and-play task, which is unfortunately an assumption some organisations make. There needs to be a change management plan to ensure the best possible stakeholder "buy-in" for the optimal intended use of the PMO system, minimising the risk of a worst-case scenario of PMO shutdown.

Implementing a new PMO system involves introducing new methodologies, policies, and procedures for projects, a knowledge base, a repository for PMs, alignment with benefits and strategy, and an entirely new software. These changes impact areas adapting to uncertainties, introducing responsibilities and ownership for project KPIs, delivering realised benefits aligned with business values, and adding qualitative measures for costs and reductions thereof.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

==Building a PMO==

To build a PMO system, follow these steps.<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute.</ref>

*Choose the PMO type that best fits the existing business model and operational processes, minimising the necessary alterations with the new management processes.
*Education has two parts: clearly stating the role of the PMO in relation to project management, and training and coaching employees on the new processes.
*The change management process should address the new PMO processes and methodologies customised for the organisation.
*Establish a governance structure for reviewing and approving project stages.

All steps need to be communicated in an orderly manner to the organisation through a change management plan.

==Change Management==
Change management models vary, but most revolve around the following five steps:<ref>Rittenhouse, J. (2014). Change management as a project: Building a PMO. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ. Newtown Square, PA: Project Management Institute</ref>
*Initiation phase. Identify and clarify the need, readiness, and scope of change.
*Planning phase. Define the change plan, stakeholder engagement plan, transition, and integration plan.
*Executing phase. Prepare the organisation for the change, mobilise stakeholders, and begin delivering project outputs.
*Monitor and Control. Measure the adaptation rate, change outcomes, and benefits during the system implementation. Define quantitative and qualitative KPIs, as well as tangible and intangible measures, to monitor during and after the implementation.
*Sustaining. Continue stakeholder communication, consulting, and representation after implementation. Adjust based on KPIs identified and maintain control.

By addressing these areas and integrating change management as part of the PMO execution, as well as continuously assessing the process, improvements can be made in the implementation, targeting stakeholders' perceived value of the PMO system and realising the benefits.

===ADKAR===

The people side of the change is big part of a successful software implementation. ADKAR is a change model, presenting a framework intended to increase the likelihood of a successful change, by understanding the individual level change, where [[the stage model of transition]] like the five stages of grief should be considered . The model consists of five steps, Awareness, Desire, Knowledge, Ability, Reinforcement, which all needs to be realised for the change to be successful.<ref>Al Hraki, T. (2013). Introducing and building the project management office using the ADKAR change model. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

*Awareness: To establish awareness, the PMO should communicate the need for change, emphasizing the urgency and importance of the transformation. The PMO should clearly articulate the rationale, benefits, and potential consequences of not implementing the change. The lack of awareness will increase resistance to change in accompany. So important questions surrounding why the change is happening, the as is situation and what’s in it for the stakeholders, should be properly communicated. Also address missing information of circulating rumours.

*Desire: Following the creation of awareness, the PMO must foster a desire among the individuel stakeholders to participate in and support the change process. By addressing individual concerns and highlighting the personal benefits of the change, the PMO can create a supportive environment that encourages stakeholder buy-in.

*Knowledge: With stakeholders aware and motivated, the PMO must equip them with the necessary knowledge for change implementation. The PMO should focus on transferring relevant information and ensuring that stakeholders understand their roles and responsibilities in the change process.

*Ability: After stakeholders have acquired the necessary knowledge, the PMO must support them in applying it effectively. The individual abilities include physiological, intellectual and physical capabilities, which can be developed on by offering coaching, mentoring, and hands-on assistance to help stakeholders adjust to the new processes and tools through both workshops and small pilot projects to gain experience.

*Reinforcement: The final step in the ADKAR change model is reinforcing the change to make it sustainable and integrated into the organization's culture. This can be done through recognition, rewards and celebrations, as well as the personal satisfaction from realising the benefits from the change. The leadership should also introduce policies and procedures ensuring the phasing out of old practises.

By applying the ADKAR change model in a PMO context, organizations can effectively manage and implement change, leading to improved project outcomes and organizational performance.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is, as discussed throughout this wiki:<ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation. Here are some common pitfall which have been discussed throughout this wiki:<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''No clear objectives for the PMO system''': If the PMO's purpose, goals, and stakeholder expectations are not well-defined, it can lead to misaligned efforts and dissatisfaction.
*'''Inadequate support from senior management''': Without strong commitment and backing from top-level management, the PMO may struggle to influence the organisation's project management practices and achieve its objectives.
*'''Lack of support and resistance to change''': Failure to address and manage resistance to the changes introduced by the PMO can result in reduced adoption of new methodologies, policies, and procedures, thus impacting the PMO's overall effectiveness
*'''Insufficient resources and budget''': A lack of necessary resources, including skilled staff and budget, can hinder the PMO's ability to perform its functions effectively.
*'''Poorly defined roles and responsibilities''': Ambiguity surrounding the roles, responsibilities, and authority of the PMO can cause confusion and conflict within the organisation, obstructing the PMO's success.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-05-09T14:13:30Z

Rhishi73:

Articles Spring Term 2023

2023-03-03T10:18:42Z

Rhishi73:

=Overview of 2023 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2023 Wiki Collections
|Group 3
|Kinan
|Rabah
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|s222872
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|s184640
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|Maria
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|[[Management vs. leadership]]
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|Theis Rosenkvist
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|[[Managing threats and opportunities in risk treatment]]
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|Busch
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|s222575
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|Valdís
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|s2223305
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|s184141
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|[[Stakeholder Mapping]]

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|Miriam
|Khader
|s194717
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|[[Leadership development through MBTI]]
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|Maria
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|[[Program Evaluation and Review Technique (PERT)]]

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|Josefine
|Steinfurth
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|Patricio Alejandro
|Fabro
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|Jurek Noah
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|s222570
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|[[Competency Mapping for Project Management]]

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|Inke
|Lindberg
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|Ahmet
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|[[Sustainable Project management]]
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|Annas
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|Fabio
|Colombo
|s212492
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|[[Robust Decision Making: better decisions under uncertainty]]
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|Rune
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|Emma
|Egelund
|s171516
|Revised
|[[Network Planning in Project Management]]
|-
|-
|Group 21
|Henrik
|Svensson
|s230245
|New
|[[Participatory Design]]
|-
|-
|Group 11
|Luisa Fernanda
|Salazar Rivera
|s222401
|New
|[[Building Effective Work Breakdown Structures (WBS)]]
|-
|-
|Group 15
|Michele
|Ferrante
|s220282
|New
|[[Safety risk management in construction sites]]
|-
|-
|Group 4
|Helena
|Mladenovski
|s183367
| New
|[[Situational Leadership Theory (SLT)]]
|-
|-
|Group 20
|Rolf
|Wollesen
|s193972
| New
|[[Risk Burn Down Chart]]
|-
|-
|Group 6
|Gianluca
|Santinon
|s222630
|New
|[[The Rolling-Wave planning technique]]
|-
|-
|Group X
|Hanna
|Rakel Bjarnadóttir
|s223414
|New
|[[Strength and weakness of sustainable management]]
|-
|-
|Group 5
|Marta
|Santos
|s226759
|New
|[[Risk Response Plan]]
|-
|-
|Group 16
|Hendrik
|Stegers
|s230258
|New
|[[Communication Theories in Project Management]]
|-
|-
|Group X
|Jiafei
|Xia
|s213084
|New
|[[Employee Loyalty Management]]
|-
|-
|Group 8
|Frederik
|Høgdal
|s173876
|New
|[[Levels of uncertainties]]
|-
|-
|Group 30
|Jianan
|Yang
|s230033
|New
|[[Communication Funnel Problems in Project Management]]
|-
|-
|Group 18
|Ellen Cathrine
|Luke
|s184404
|New & Revised
|[[Project War Rooms: A Visual and Collaborative Approach to Project Management]]
|-
|-
|Group 17
|Canovas Iglesias
|Carla
|s226573
|New
|[[Stage-Gate Project Management Model]]
|-
|-
|Group 2
|Ólafur Þorri
|Sigurjónsson
|s222540
|New
|[[Decision tree analysis]]
|-
|-
|Group 11
|Dario
|Fiorica
|s222631
|New
|[[Groups or teams?]]
|-
|-
|Group 10
|Benjamin
|Søndberg
|s184314
|New
|[[Top-down vs ground up estimations]]
|-
|-
|Group 24
|Kristian
|Brandstrup
|s183653
|New
|[[Adaptation and agile]]
|-
|-
|Group 14
|Mads
|Marum
|s222620
|New / Reviced
|[[High Performing Teams (HPT)]]
|-
|-
|Group 30
|Jeppe
|Paludan-Müller
|s185048
|New
|[[Feasibility risk assessments of transport projects using Monte Carlo-simulations]]
|-
|-
|Group 5
|Rejath
|Ramachandran
|s226673
|New? / revised?
|[[A modern re-think of Fayolism]]
|-
|-
|Group 29
|Onur
|Osman Mustafa
|s223710
|New
|[[Resource Leveling in Construction Projects]]
|-
|-
|Group 15
|Philip
|Wiehe Larsen
|s154259
|New
|[[Situational mapping]]
|-
|-
|Group 9
|Michael
|Vinther
|s163490
|New
|[[Transformational Leadership]]
|-
|-
|Group 21
|Alberto
|Pillon
|s222629
|New
|[[Leveraging Retrospective Meetings for Continuous Improvement in Project Management]]
|-
|-
|Group 2
|Unnar Óli
|Arnarsson
|s222543
|New
|[[The Role of Due Diligence in Project Management]]
|-
|-
|Group 9
|Mateusz
|Szaryk
|s213423
|New
|[[Incentive contract]]
|-
|-
|Group 23
|Mariely
|Sousa
|s230555
|New
|[[Return on Investment (ROI)]]
|-
|-
|Group 31
|Vinay Kumar
|Meena
|s230019
|New
|[[The implication of ethics in project management]]
|-
|-
|Group 10
|Niels Peter
|Lindegaard
|s194473
|New
|[[Risk assessment using Failure mode and effects analysis]]
|-
|-
|Group 6
|Nils Hendrik
|Lange
|s223634
|New
|[[Eisenhower Decision Matrix in Project, Program and Portfolio Management]]
|-
|-
|Group 20
|Caroline Hellerung
|Holm
|s175026
|New
|[[Resistance to Change Mapping]]
|-
|-
|Group 24
|Radost
|Deneva
|s230780
|New
|[[Eisenhower decision matrix]]
|-
|-
|Group 4
|Marie
|Hoel
|s193960
|New
|[[The Hawthorne effect in management]]
|-
|-
|Group 4
|Carl Bygum
|Knudsen
|s193995
|New
|[[Assessment of stakeholders (analysis)]]
|-
|-
|Group 14
|Md Huzzatul Islam
|Shuvo
|s222392
|New
|[[Environmental sustainability]]
|-
|-
|Group 23
|Esther Kiara
|Pattipeilohy
|s230264
|New
|[[The Active Listening Technique]]
|-
|-

|-
|Group 6
|Lars Ole
|Holdensen
|s224931
|New
|[[Management vs Leadership qualities]]
|-

|-
|Group 11
|Ingeborg
|Rasmussen
|s22218
|New
|[[Conflict management using the Myers-Briggs Type Indicator (MBTI)]]
|-

|-
|Group 22
|Blomsterberg
|Gudrun
|s222534
|New
|[[Negotiations]]
|-

|-
|Group 1
|Thorgaard
|Sigrid
|s186044
|New
|[[Critical Chain]]
|-

|-
|Group 12
|Laurberg
|Emilie
|s193880
|New
|[[Choosing the right communication network for your project]]
|-

|-
|Group 2
|Bjarki Rúnar
|Sverrisson
|s222547
|New? / revised?
|[[The Two Systems of Thinking]]
|-

|-
|Group
|Anirudh Ram
|Sriram
|s220045
|New
|[[SMART goals in strategy planning]]
|-

|-
|Group 16
|Pavel
|Delimarschi
|s222606
|New
|[[Nominal group technique]]
|-
|Group 31
|Nik Rasmus
|Meier-Sawatzki
|s223232
|New
|[[Effort-Reward-Imbalance]]
|-
|-
|Group 31
|Antonia Leonie
|Kaul
|s222581
|New
|[[FMEA – Failure Mode and Effects Analysis]]
|-
|-

|-
|Group 3
|Ioannis
|Marinopoulos
|s220152
|New
|[[Centralizing Project Communication and Decision Making with War Rooms]]
|-
|Group 31
|Alessia
|Pacani
|s230269
|New
|[[Hofstede's Cultural Dimensions Theory]]
|-
|-
|Group 3
|Stefano
|Vigato
|s230253
|New? / revised?
|[[The Agile Stage-Gate Model]]
|-
|Group 1
|Sophia Lykke
|Anderse
|s183592
|New
|[[Critical path vs. critical chain]]
|-
|Group 1
|Sebastian Petchkorn
|Følsgaard
|s193958
|New
|[[SWOT Analysis 101]]
|-
|Group 30
|Qian
|Xiao
|s230120
|New
|[[Robust decision making under risk management]]
|-
|Group 12
|Rhishihesan
|Kugathason
|s193873
|New
|[[Optimizing a company and it's PPM with a PMO system]]
|-

Optimizing a company and it's PPM with a PMO system

2023-02-20T08:55:35Z

Rhishi73:

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref> https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function.

The primary objective of a PMO system is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations to standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

*'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management and quality control. The system can also support the individual projects with the needed templates, guidelines and best practices.

*'''Program level''': At the program management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for program planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help to ensure that program goals are aligned with organisational objectives and that resources are used effectively.<ref>https://www.productplan.com/glossary/program-management/</ref>

*'''Portfolio management level''': A PMO system supports managing that the portfolios align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that the organisational goals are reached with value maximisation and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real time visibility and transparency in the project, program, portfolio, and company performance.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system it’s can be a starting point to map the models and tools used in practise already and integrate it in the one common platform of the PMO system. Some examples of tools and models, which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, to track progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised after need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.
*Maybe there will come more

==Visualisation==
Visualisations can be a powerful tool for PMO systems because they provide a way to quickly convey complex project information to stakeholders, which should be considered, when setting up the PMO system. Some ways to visualise models and tools in the PMO system could be:

*'''[[Project dashboard]]''': Project dashboards can take in the available data from both inside and outside the organisation and provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, through for an example KPI’s.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that provides a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.
*More to come

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is: <ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation.<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''Lack of support and resistance to change''': A PMO system can face challenges if it lacks support from key stakeholders or if stakeholders do not understand the purpose and value of the PMO. Implementing a PMO system may encounter resistance from employees who are resistant to change. This can be addressed by involving employees in the planning and implementation of the PMO, communicating the benefits of the PMO, and providing training and support to help employees adapt to new processes and tools.

*'''Limited resources''': A PMO system may struggle if it does not have sufficient resources, including budget, staff, and technology. It is important to assess the resources needed to effectively support the organisation's projects and programs, and to advocate for the necessary resources to be allocated.
*More to come

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-02-19T23:00:14Z

Rhishi73:

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref> https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function.

The primary objective of a PMO system is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations to standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

*'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management and quality control. The system can also support the individual projects with the needed templates, guidelines and best practices.

*'''Program level''': At the program management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for program planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help to ensure that program goals are aligned with organisational objectives and that resources are used effectively.<ref>https://www.productplan.com/glossary/program-management/</ref>

*'''Portfolio management level''': A PMO system supports managing that the portfolios align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that the organisational goals are reached with value maximisation and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real time visibility and transparency in the project, program, portfolio, and company performance.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system it’s can be a starting point to map the models and tools used in practise already and integrate it in the one common platform of the PMO system. Some examples of tools and models, which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, to track progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised after need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Visualisation==
Visualisations can be a powerful tool for PMO systems because they provide a way to quickly convey complex project information to stakeholders, which should be considered, when setting up the PMO system. Some ways to visualise models and tools in the PMO system could be:

*'''[[Project dashboard]]''': Project dashboards can take in the available data from both inside and outside the organisation and provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, through for an example KPI’s.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that provides a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is: <ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=
PMO systems can face challenges such as lack of executive collaboration, resistance to change, and insufficient resources. It's important to address these challenges and customise the PMO system to the needs of the organisation.<ref> https://pmhut.com/pitfalls-in-setting-up-a-pmo</ref>

*'''Lack of support and resistance to change''': A PMO system can face challenges if it lacks support from key stakeholders or if stakeholders do not understand the purpose and value of the PMO. Implementing a PMO system may encounter resistance from employees who are resistant to change. This can be addressed by involving employees in the planning and implementation of the PMO, communicating the benefits of the PMO, and providing training and support to help employees adapt to new processes and tools.

*'''Limited resources''': A PMO system may struggle if it does not have sufficient resources, including budget, staff, and technology. It is important to assess the resources needed to effectively support the organisation's projects and programs, and to advocate for the necessary resources to be allocated.

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-02-19T22:29:28Z

Rhishi73: /* Benefits of a PMO system */

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref> https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function.

The primary objective of a PMO system is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations to standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

*'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management and quality control. The system can also support the individual projects with the needed templates, guidelines and best practices.

*'''Program level''': At the program management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for program planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help to ensure that program goals are aligned with organisational objectives and that resources are used effectively.<ref>https://www.productplan.com/glossary/program-management/</ref>

*'''Portfolio management level''': A PMO system supports managing that the portfolios align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that the organisational goals are reached with value maximisation and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real time visibility and transparency in the project, program, portfolio, and company performance.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system it’s can be a starting point to map the models and tools used in practise already and integrate it in the one common platform of the PMO system. Some examples of tools and models, which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, to track progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised after need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Visualisation==
Visualisations can be a powerful tool for PMO systems because they provide a way to quickly convey complex project information to stakeholders, which should be considered, when setting up the PMO system. Some ways to visualise models and tools in the PMO system could be:

*'''[[Project dashboard]]''': Project dashboards can take in the available data from both inside and outside the organisation and provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, through for an example KPI’s.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that provides a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is: <ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-02-19T22:29:04Z

Rhishi73:

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralised function within an organization that oversee project, program, and portfolio management. They provide a framework for standardising project management practices, optimising resource allocation, and aligning projects with strategic objectives.<ref> https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimise the project management function.

The primary objective of a PMO system is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organisations to standardise their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

*'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management and quality control. The system can also support the individual projects with the needed templates, guidelines and best practices.

*'''Program level''': At the program management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for program planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help to ensure that program goals are aligned with organisational objectives and that resources are used effectively.<ref>https://www.productplan.com/glossary/program-management/</ref>

*'''Portfolio management level''': A PMO system supports managing that the portfolios align with the organisational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that the organisational goals are reached with value maximisation and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real time visibility and transparency in the project, program, portfolio, and company performance.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system it’s can be a starting point to map the models and tools used in practise already and integrate it in the one common platform of the PMO system. Some examples of tools and models, which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, to track progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised after need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organisations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Visualisation==
Visualisations can be a powerful tool for PMO systems because they provide a way to quickly convey complex project information to stakeholders, which should be considered, when setting up the PMO system. Some ways to visualise models and tools in the PMO system could be:

*'''[[Project dashboard]]''': Project dashboards can take in the available data from both inside and outside the organisation and provide a high-level overview of a project's status and performance using charts, graphs, and other visualisations depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, through for an example KPI’s.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that provides a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Benefits of a PMO system=

PMO systems can help organisations address issues such as lack of project visibility, inconsistent project management practices, insufficient resource allocation, and poor alignment with strategic objectives. Some main benefits of implementing a proper PMO system is <ref> https://www.keyedin.com/pmo-software/mastering-pmo-project-management/articles/the-5-most-important-business-benefits-of-a-successful-pmo</ref>:
*'''Improved project success''': Improving the success rate of projects by providing consistent methodologies and tools, as well as increased visibility into project status, risks, and performance.
*'''Increased project efficiency''': Increasing project efficiency by providing a centralised warehouse of project information, which can help reduce redundant work and ensure that resources are allocated properly.
*'''Improved strategic alignment''': Ensuring that projects are aligned with the organisation's strategic goals and objectives, which can help ensure that projects are delivering value to the organisation.
*'''Better resource management''': Optimising resource allocation by providing a clear view of resource availability and demand, which can help ensure that resources are allocated to the projects that are most critical to the organisation.
*'''Improved stakeholder communication''': Improving stakeholder communication by providing a centralised platform for project information, which can help ensure that stakeholders have access to the information they need to make informed decisions.

=Limitations and pitfalls of a PMO system=

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-02-19T16:58:03Z

Rhishi73:

= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

__TOC__

=Concept of PMO system=

<div style="text-align: left; direction: ltr; margin-left: 1em;">
PMO systems are a centralized function within an organization that oversee project, program, and portfolio management. They provide a framework for standardizing project management practices, optimizing resource allocation, and aligning projects with strategic objectives.<ref> https://www.planview.com/resources/guide/ppm-solution-guide-beginners/project-management-vs-program-management-vs-portfolio-management/</ref>

The concept of a PMO system involves implementing a set of processes and tools to manage and optimize the project management function.

The primary objective of a PMO system is to improve project performance by providing project managers with the necessary support, guidance, and resources to manage projects effectively. The system also helps organizations to standardize their project management practices, increase project success rates, reduce project risks, and achieve strategic business objectives.<ref>https://www.cio.com/article/267012/what-is-a-project-management-office-pmo-and-do-you-need-one.html</ref>
<Div>

==How it supports project, program and portfolio management==

*'''Project level''': A PMO system can help ensure that a project is completed on time, within budget, and at a certain level of quality. This can be done by including tools for project planning, risk management and quality control. The system can also support the individual projects with the needed templates, guidelines and best practices.

*'''Program level''': At the program management level, a PMO system can provide support for managing multiple projects that are related or have dependencies. This can include tools for program planning, resource allocation, and risk management. By providing a holistic view of multiple projects, a PMO system can help to ensure that program goals are aligned with organisational objectives and that resources are used effectively.<ref>https://www.productplan.com/glossary/program-management/</ref>

*'''Portfolio management level''': A PMO system supports managing that the portfolios align with the organizational strategies by including tools and models for project selection, prioritisation, and resource allocation. This ensures that the organisational goals are reached with value maximisation and proper resources are allocated. The portfolio level aligns with the executive level for strategic informed decision-making and overview. A PMO system can provide real time visibility and transparency in the project, program, portfolio, and company performance.

=Integration of tools in a PMO system=
There are a variety of models and tools that can be suited for a PMO system, and the specific tools and models that are used will depend on the needs and objectives of the organisation. When implementing a PMO system it’s can be a starting point to map the models and tools used in practise already and integrate it in the one common platform of the PMO system. Some examples of tools and models, which can be used are:

*'''[[Stage-Gate Process|Stage-gate model]]''': The model can help create a structure to follow the different levels of PPP management in the PMO system, to track progress and department involvement in terms of clear communication and ownership allocation for each stage and gate customised after need.

*'''[[Earned value management (EVM)]]''': EVM helps to track the progress of a project by comparing the amount of work completed to the budgeted cost of the work. EVM is often used in PMO systems to help project managers identify potential cost and schedule overruns and take corrective action.

*'''[[SWOT analysis]]''': SWOT analysis is a strategic planning tool used to identify organisational strengths, weaknesses, opportunities, and threats. SWOT analysis can be used in PMO systems to help organizations identify areas for improvement and to develop strategies to take advantage of opportunities.

==Visualisation==
Visualizations can be a powerful tool for PMO systems because they provide a way to quickly convey complex project information to stakeholders, which should be considered, when setting up the PMO system. Some ways to visualise models and tools in the PMO system could be:

*'''[[Project dashboard]]''': Project dashboards can take in the available data from both inside and outside the organisation and provide a high-level overview of a project's status and performance using charts, graphs, and other visualizations depending on the needs. Dashboards can help stakeholders quickly identify areas of concern or opportunities for improvement, through for an example KPI’s.

*'''[[Gantt Chart in Project Management|Gannt charts]]''': Gantt charts are a popular project management tool that provides a visual representation of a project schedule. They can be used to track progress, identify potential delays, and communicate project timelines.

=Benefits of a PMO system=
=Limitations and pitfalls of a PMO system=

=References=
<references />

Optimizing a company and it's PPM with a PMO system

2023-02-19T14:59:24Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-19T14:09:33Z

Rhishi73: /* How it supports project, program and portfolio management */

Optimizing a company and it's PPM with a PMO system

2023-02-19T14:09:18Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-19T13:57:45Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-19T12:47:27Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-19T12:38:13Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-19T12:37:15Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-19T12:21:20Z

Rhishi73:

The Stage Gate process: A powerful method used for efficient project management

2023-02-17T11:47:32Z

Rhishi73: /* Abstract */

''Developed by DTU student, Lillian Nygaard''

=Abstract=

=Big idea=

When it comes to achieving a successful project – The main foundation is efficient project management. A simple method to secure this is by executing projects through a Stage-Gate process. The Stage-Gate process is method that guides a project from discovery to launch in an organized and efficient manner. It involves breaking down the project into stages which are separated by gates. The gates are used to decide whether or not the project should proceed into the following stages. The Stage Gate process was developed by Dr. Robert G. Cooper and presented in the book 'Winning At New Products' in 1986
. Dr. Robert G. Cooper’s developed process is implemented by more than 80% of the companies in North America and the implementation of the process worldwide is growing as companies are pursuing to develop their innovation competences. <ref>S. J. Edgett, Idea‐to‐Launch (Stage-Gate®) Model: An Overview,</ref> <br />

'''The Stage Gate process include five stages that the project must proceed through:''' <ref> Cooper, R.G, 1990, Business Horizons Stage-Gate Systems: A New Tool for Managing New Products </ref> <br />

'''1. Preliminary Assesment'''<br />
'''2. Business Case Preparation'''<br />
'''3. Development'''<br />
'''4. Testi
ng & Validation'''<br />
'''5. Full Production & Market Launch'''<br />

Each stage is created to acquire information for the purpose of the project to proceed into the next stage. The five stages are characterized by specific activities that must be accomplished within each stage. To expedite the project’s progression towards the next stage, the activities are completed in parallel in the different departments within each stage. These activities are intended to acquire knowledge about the project while increasingly reducing ambiguity and risk. The outcome of the activities becomes the foundation for the so called ‘’gatekeepers’’ to decide whether to maintain investment or to kill the project. The main advantage of implementing the Stage Gate process is increased efficiency in new product development. The process is making it possible for companies to evaluate their project through the stages and efficiently manage their resources and minimizing potential risks. The result of this is that the companies will manage to produce superior products with reduced mistakes. The purpose of this wiki article is to demonstrate how the Stage Gate process can be used as a powerful method for efficient project management. Furthermore, the stages and gates will be described.
''

=Big idea=

=Description=

==The model==
[[File:Stage Gage Model.png|thumb|alt=A cartoon centipede reads books and types on a laptop.|Stage Gate process.]]
The stages are divided in five different stages from 1 to 5. Every stage is an individual step in the process each designed to gather enough information to transfer the project into the following stage. When looking at every individual stage, they all have different purposes. The stages have their own activities that need to be accomplished in order to get the stage to a gate. The actives within each stage are completed in parallel in the different departments to expedite the project’s progression towards the next stage. These activities are intended to acquire knowledge about the project while increasingly reducing uncertainty and risk the project might endure. The outcome of the activities becomes the foundation for the stage to progress into a gate where the purpose is to decide whether or not to maintain investment or to kill the project. As the stages progress, the departments are expanding to create organizational adaptability. The cost of each stage increases gradually as the team develops to ensure organizational preparedness and alignment and to encourage market adoption of the new product development.

==Stages==

The stages are divided in five different stages from 1 to 5. Every stage is an individual step in the process each designed to gather enough information to transfer the project into the following stage. When looking at every individual stage, they all have different purposes. The stages have their own activities that need to be accomplished in order to get the stage to a gate. The actives within each stage are completed in parallel in the different departments to expedite the project’s progression towards the next stage. These activities are intended to acquire knowledge about the project while increasingly reducing uncertainty and risk the project might endure. The outcome of the activities becomes the foundation for the stage to progress into a gate where the purpose is to decide whether or not to maintain investment or to kill the project. As the stages progress, the departments are expanding to create organizational adaptability. The cost of each stage increases gradually as the team develops to ensure organizational preparedness and alignment and to encourage market adoption of the new product development.

==Gates==

Through the process, there are five gates that the stages are acquired to go through in order to launch the project. The gates work as a decision point where the leaders from top management consider the information gathered from the previous stage and decide to either maintain investment or to kill the project. The gates are designed to secure the quality of the project as it progresses. Furthermore, the gages are providing the opportunity for companies to evaluate their project, in the current state and efficiently manage their resources and minimizing potential risks. The gates simply transfer the project safely into the next stage.

'''All gates are different but structured in a similar way consisting of the following:'''<ref>S. J. Edgett, Idea‐to‐Launch (Stage-Gate®) Model: An Overview,</ref> <br /><br />

'''1. Deliverables:''' The information gathered from the previous stage is presented to the top management or the so called ‘’Gatekeepers’’. <br /><br />

'''2. Criteria:''' The project is evaluated in contradiction to a predefined collection of success criteria which are applied on all new product projects. The success criteria are proven to seek out winning products and is a powerful tool determine whether the project is suitable to progress. The Stage Gate process involve measuring the project against six success criteria which are the following: <br />

*Strategic Fit
*Product and Competitive Advantage
*Market Attractiveness
*Technical Feasibility
*Synergies/Core Competencies
*Financial Reward/Risk <br /><br />

'''3. Output:''' When the information from the previous stage is presented and the project is measured against the success criteria, the Gatekeepers are responsible for making a decision regarding the project. The decision must be one of the following:

*Go
*Kill
*Hold
*Recycle

The decision that the Gatekeepers rule on will determine the outcome and if the project will proceed through the gate and into the next stage.

=Application=

provide guidance on how to use the tool, concept or
theory and when it is applicable

=Limitaions=

critically reflect on the tool/concept/theory. When
possible, substantiate your claims with literature

=Annotated bibliography=

Provide key references (3-10), where a
reader can find additional information on the subject.

=References=

<references />

Optimizing a company and it's PPM with a PMO system

2023-02-17T11:36:18Z

Rhishi73:

Optimizing a company and it's PPM with a PMO system

2023-02-17T11:08:54Z

Rhishi73:

--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 18:49, 12 February 2023 (CET)
= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

= Table of Content =
*Concept of PMO system
**How it supports PPM from operations, project, portfolio and to the executive levels
*Integration of tools in a PMO system
**Choosing tools and models
*Visualisation
*Benefits of a PMO system
*Limitations and pitfalls of a PMO system

Optimizing a company and it's PPM with a PMO system

2023-02-12T22:42:31Z

Rhishi73: /* Abstract */

--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 18:49, 12 February 2023 (CET)
--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 19:25, 12 February 2023 (CET)
= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant data entries, a lack of ownership of project progresses and visibility getting lost during handovers (Issue at hand from work experience). This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

The PMO will be a platform which needs to contain the proper tools and models to assist in the decision making in solving the stated challenges. Meaning that as the setup of the content and visualisations should be well considered to convey the message as efficiently as possible. Hereafter the benefits, limitations, and pitfalls will be discussed.
<div>

= Table of Content =
*Concept of PMO system
**How it supports PPM from operations, project, portfolio and to the executive levels
*Integration of tools in a PMO system
**Choosing tools and models
*Visualisation
*Benefits of a PMO system
*Limitations and pitfalls of a PMO system

Optimizing a company and it's PPM with a PMO system

2023-02-12T22:09:47Z

Rhishi73: /* Abstract */

--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 18:49, 12 February 2023 (CET)
--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 19:25, 12 February 2023 (CET)
= Abstract =
<div style="text-align: left; direction: ltr; margin-left: 1em;">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant date entries, a lack of ownership of project progresses and visibility. This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.
<div>

== Table of Content ==
*Concept of PMO system
**How it supports PPM from operations, project, portfolio and to the executive levels
*Integration of tools in a PMO system
**Choosing tools and models
*Visualisation
*Benefits of a PMO system
*Limitations and pitfalls of a PMO system

Optimizing a company and it's PPM with a PMO system

2023-02-12T18:28:04Z

Rhishi73: /* Abstract */

--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 18:49, 12 February 2023 (CET)
--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 19:25, 12 February 2023 (CET)
= Abstract =
<div class="floatright">
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant date entries, a lack of ownership of project progresses and visibility. This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

== Table of Content ==
*Concept of PMO system
**How it supports PPM from operations, project, portfolio and to the executive levels
*Integration of tools in a PMO system
**Choosing tools and models
*Visualisation
*Benefits of a PMO system
*Limitations and pitfalls of a PMO system
</div>

Optimizing a company and it's PPM with a PMO system

2023-02-12T18:25:42Z

Rhishi73: /* Abstract */

--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 18:49, 12 February 2023 (CET)
--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 19:25, 12 February 2023 (CET)
= Abstract =
Some of the most acute and commonly addressed challenges in an organisation and issues such as businesses need to operate faster to deal with uncertainty, employees being disengaged and disconnected, work being siloed, making visibility and alignment struggling and global events like Covid pushing the transition to remote and distributed work (From Microsoft seminar, will find more concrete source). These mismatches in company alignments combined with a lack of a proper PPM system a lot of different solutions and databases emerges in the different departments, causing redundant date entries, a lack of ownership of project progresses and visibility. This wiki will dive into, how these issues can be addressed using a proper PMO system for PPM to aid in the governance and ownership placement across department from the operational level all the way to the executive level.

== Table of Content ==
*Concept of PMO system
**How it supports PPM from operations, project, portfolio and to the executive levels
*Integration of tools in a PMO system
**Choosing tools and models
*Visualisation
*Benefits of a PMO system
*Limitations and pitfalls of a PMO system

Optimizing a company and it's PPM with a PMO system

2023-02-12T17:49:57Z

Rhishi73: Created page with " --~~~~ = Abstract ="

--[[User:Rhishi73|Rhishi73]] ([[User talk:Rhishi73|talk]]) 18:49, 12 February 2023 (CET)
= Abstract =