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PMO Principles
This pocket book is for managers, and consultants involved in the setup of PMOs and the definition of the PMO mandates, as well as PMO Managers and team members who need to tackle the dynamics in PMO structures, objectives and authorities.
This pocket book provides a different perspective on PMOs by using a principle based ‘lens’ to view PMOs which will help to address questions of PMO design, implementation, operation and transformation or retirement. PMOs, as with any socially constructed environment, are characterized by variety in every aspect - there is no one design or one way of operation.
This pocket book provides a different perspective on PMOs by using a principle based ‘lens’ to view PMOs which will help to address questions of PMO design, implementation, operation and transformation or retirement. PMOs, as with any socially constructed environment, are characterized by variety in every aspect - there is no one design or one way of operation.
33 pages, Kindle Edition
Published September 30, 2017
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May 30, 2024
This is a first of its kind - by the claim of the Authers - booklet that addressing a unique approach for establishing and operating an organisation's Project management office (PMO), through applying the 7 PMO Key Principles. Thus the booklet weittin by Eileen J. Roden, Dr. Robert Joslin & Dr. Half Muller and issued in 2017 by the Association of International Project Management Officers, was titled "PMO Pricipals"
The PMO Key seven principles are:
"*Principle 1-Senior Management Sponsorship and Engagement
*Principle 2-Governance Alignment
*Principle 3-Consistent, Accurate, Timely and Transparent Information
*Principle 4- Trusted Challenge Partner to Drive Value
*Principle 5 - Adaptive Capabilities and Services
*Principle 6-Leads by Example
*Principle 7-Continuous Improvement Mindset" Page 4
Despite the fact that this book is slightly old (issued 7 years ago) it is still hold some value to both, PMO team and Project Management Field Professionals, I do recommend it.
Quotes:
"There is a management theory that explains this called 'Contingency theory'. It states that everything, irrespective of whether it is PMO services definition, project setup or a ski resort design, all are contingent on the environment. However, there is a way to guide people in their decisions; this is by principles. The principles described in this pocket book provide a means to design, implement, and operate a PMO that is tailored to the needs and circumstance of each individual organization." Page 1
"AIPMO's mission is to advance the understanding, design and implementation of high performing single, group and enterprise PMOs, through the certification of proven international PMO capabilities based on its IPMO Body of Knowledge." Page 2
"A principle is a natural law, fundamental truth or proposition that serves as the foundation for a system of belief or behaviour or a chain of reasoning. Essentially, a principle is a concept or value that guides actions and behaviours and can apply to individuals, organizations, and societies." Page 5
"The need for principles increases as project, program and portfolio management (PPM) and its environment becomes more complex and dynamic." Page 5
"In situations of high complexity and major transformations, then the PMO services need to be adaptive to the changing environment." Page 7
"PRINCIPLE 1 - Senior Management Sponsorship and Engagement.
The scope and effectiveness of the PMO is defined by the level of sponsorship and engagement from senior management."
Page 8 - P 1
"To set up an enterprise PMO, the PMO sponsor would need to have authority across the whole organization." Page 8 -P 1
"Corporate governance is the system of rules, practices and processes by which an organization is directed and controlled (OECD 2004). Governance covers all levels and activities of the organization, starting with the board level to the management level and down to the operational activities and portfolio, program, and project governance (Müller 2017). The governance system allocates accountability for decision making at each level of control." Page 10 - P 2
"Governance is associated with decision making, control, integration, and oversight whereas management is about operating within the governance system (framework)." Page 10 - P 2
"PMOs that operate without full understanding or agreement from their sponsor are more likely to encounter misalignment with governance which can lead to breakdown in relationships and trust." Page 12 - P 2
"Governance is a way of organizing, amplifying and constraining power." Page 12 -P 2 *REBECCA MacKINNON
"Transparency of decision making is key, where governance and the need for confidentiality permits." Page 13 - P 3
"The purpose of a dashboard is to bring to attention the information most relevant to confirming status is healthy or otherwise front and centre in a rapidly accessible manner. It is not the opportunity to get every piece of information on a single page of A3 using a tiny font!" Page 3 - P 3
"The PMO may start out as merely a conduit for the collection and presentation of information. In this situation, the original data owner (eg project manager) needs to be seen as responsible for the accuracy of the data and what it represents (i.e., the project is late/on time etc)." Page 13 - P 3
"The PMO provides objective, rational and constructive challenge at project, program and portfolio level." Page 15 - P 4
"The role of the PMO is to help the decision maker make informed decisions by ensuring they understand the alternatives, the implications of the decision(s) to be made and the proposed outcome(s)." Page 15 - P 4
"The PMO's ability to uphold and live by this principle and the level of challenge they are undertaking, is highly dependent on the credibility of the individual(s) within the PMO in the eyes of the decision maker and the organization." Page 15 - P 4
"The capabilities and services provided by the PMO are set up and then tailored to the organization in which they operate and the people they serve." Page 18 - P 5
"The size, structure and services provided by a PMO is always contingent on its environment." Page 18 - P 5
" Personal competencies + Organizational Tools and Techniques = PMO Capabilities .. (PMO services)." Page 18 - P 5
"However, funding and resourcing for these additional services may be at the cost of current services that, when reduced or stopped may see some previous issues or problems reoccur. To help avoid this, the PMO should continue to demonstrate why the current services are in place and the value they provide." Page 19 - P 5
"However, until the PMO has become a trusted challenge partner (Principle 4), it may need to focus on the requested services to build up the trust and credibility." Page 19 - P 5
"It is important not to become too focused on continuous improvement of the current services and lose touch with the changing needs of the organization." Page 19 - P 5
"Adapt or perish, now as ever, is nature's inexorable imperative." Page 19 - P 5 *HG WELLS
"The PMO exhibits appropriate behaviours and expertise when delivering change and demonstrates the value of project and program processes and systems and their contribution to project and program success." Page 20 - P 6
"PMOs need to be able to instruct and provide examples of the successful use of services and the value it offers, and coaching why alternatives would lead to a less successful outcome." Page 20 - P 6
"For PMOs to succeed they need to gain the credibility and respect of their stakeholders." Page 20 - P 6
"PMOs comprised of professionals, some of which may have already worked on projects or programs within the organization, should actively demonstrate their expertise, and show their value. They are in a position to lead by example." Page 20 - P 6
"The implementation of these changes through projects and programs provide an ideal opportunity to demonstrate how the local delivery framework, tools and template can be tailored and used.
In some situations, it may not be possible for the PMO to gain or demonstrate experience in all of the various processes, tools and techniques. For example, a PMO may not be required to manage an organization wide transformation program so would not necessarily be able to demonstrate expertise in the development of a blueprint. However, it is likely to have the opportunity to demonstrate how the delivery framework is tailored for projects and programs of various sizes." Page 21 - P 6
"Setting a good example is a far better way to spread ideal than through force of arms." Page 21 - P 6 *RON PAUL
"The PMO looks to improve itself and its contribution to the successful delivery of projects and programs within the organization through continuous improvement of its services." Page 22 - P 7
"In improving the effectiveness of a service, the aim is to increase the impact fullness of the service for each and every PMO client. Sometimes the effectiveness of one service is improved by introducing one or more additional services." Page 22 - P 7
In improving the efficiency of a service, the aim is to reduce the cost of providing the service (in terms of resources or effort) or providing the same service with less resources, so resources can be released or diverted to the introduction or improvement of other services." Page 22 - P 7
"PMOs should be aware that every methodology and its component parts have evolved over time which also means they have been adapted to the organization's environment. The evolution and adaption process may be over a period of years. The span of influence of an existing methodology, including the culture, training, tools, capabilities etc., should not be underestimated. Therefore, an in- depth understanding of the organization's environment is required to fully appreciate the embeddedness of a methodology and the implications of a proposed change." Page 23 - P 7
"Improvements to services are not always driven externally. PMOS need to strive to deliver incremental improvements to service, to increase both efficiency and effectiveness." Page 23 - P 7
"Strive for continuous improvement, instead of perfection." Page 23 - P 7 *KIM COLLINS
"To leverage the value of the principles they must be constantly and consistently applied. PMO Mangers will need to demonstrate a balance of leadership and management to embed and uphold the PMO principles to maximize situational impact." Page 24
"Principles are not completely independent of each other. Fully embedding or upholding of one principle might not be possible without increasing the embeddedness of another." Page 24
"Governance The fundamental norms, rules or values that are desirable within an organization and guide the establishment of the governance system.
Governance System - Structures used by the organization to implement governance, allocation of rights and responsibilities within those structures and assurance that the organization is operating effectively and properly within the defined structures." Page 26 Glossary
The PMO Key seven principles are:
"*Principle 1-Senior Management Sponsorship and Engagement
*Principle 2-Governance Alignment
*Principle 3-Consistent, Accurate, Timely and Transparent Information
*Principle 4- Trusted Challenge Partner to Drive Value
*Principle 5 - Adaptive Capabilities and Services
*Principle 6-Leads by Example
*Principle 7-Continuous Improvement Mindset" Page 4
Despite the fact that this book is slightly old (issued 7 years ago) it is still hold some value to both, PMO team and Project Management Field Professionals, I do recommend it.
Quotes:
"There is a management theory that explains this called 'Contingency theory'. It states that everything, irrespective of whether it is PMO services definition, project setup or a ski resort design, all are contingent on the environment. However, there is a way to guide people in their decisions; this is by principles. The principles described in this pocket book provide a means to design, implement, and operate a PMO that is tailored to the needs and circumstance of each individual organization." Page 1
"AIPMO's mission is to advance the understanding, design and implementation of high performing single, group and enterprise PMOs, through the certification of proven international PMO capabilities based on its IPMO Body of Knowledge." Page 2
"A principle is a natural law, fundamental truth or proposition that serves as the foundation for a system of belief or behaviour or a chain of reasoning. Essentially, a principle is a concept or value that guides actions and behaviours and can apply to individuals, organizations, and societies." Page 5
"The need for principles increases as project, program and portfolio management (PPM) and its environment becomes more complex and dynamic." Page 5
"In situations of high complexity and major transformations, then the PMO services need to be adaptive to the changing environment." Page 7
"PRINCIPLE 1 - Senior Management Sponsorship and Engagement.
The scope and effectiveness of the PMO is defined by the level of sponsorship and engagement from senior management."
Page 8 - P 1
"To set up an enterprise PMO, the PMO sponsor would need to have authority across the whole organization." Page 8 -P 1
"Corporate governance is the system of rules, practices and processes by which an organization is directed and controlled (OECD 2004). Governance covers all levels and activities of the organization, starting with the board level to the management level and down to the operational activities and portfolio, program, and project governance (Müller 2017). The governance system allocates accountability for decision making at each level of control." Page 10 - P 2
"Governance is associated with decision making, control, integration, and oversight whereas management is about operating within the governance system (framework)." Page 10 - P 2
"PMOs that operate without full understanding or agreement from their sponsor are more likely to encounter misalignment with governance which can lead to breakdown in relationships and trust." Page 12 - P 2
"Governance is a way of organizing, amplifying and constraining power." Page 12 -P 2 *REBECCA MacKINNON
"Transparency of decision making is key, where governance and the need for confidentiality permits." Page 13 - P 3
"The purpose of a dashboard is to bring to attention the information most relevant to confirming status is healthy or otherwise front and centre in a rapidly accessible manner. It is not the opportunity to get every piece of information on a single page of A3 using a tiny font!" Page 3 - P 3
"The PMO may start out as merely a conduit for the collection and presentation of information. In this situation, the original data owner (eg project manager) needs to be seen as responsible for the accuracy of the data and what it represents (i.e., the project is late/on time etc)." Page 13 - P 3
"The PMO provides objective, rational and constructive challenge at project, program and portfolio level." Page 15 - P 4
"The role of the PMO is to help the decision maker make informed decisions by ensuring they understand the alternatives, the implications of the decision(s) to be made and the proposed outcome(s)." Page 15 - P 4
"The PMO's ability to uphold and live by this principle and the level of challenge they are undertaking, is highly dependent on the credibility of the individual(s) within the PMO in the eyes of the decision maker and the organization." Page 15 - P 4
"The capabilities and services provided by the PMO are set up and then tailored to the organization in which they operate and the people they serve." Page 18 - P 5
"The size, structure and services provided by a PMO is always contingent on its environment." Page 18 - P 5
" Personal competencies + Organizational Tools and Techniques = PMO Capabilities .. (PMO services)." Page 18 - P 5
"However, funding and resourcing for these additional services may be at the cost of current services that, when reduced or stopped may see some previous issues or problems reoccur. To help avoid this, the PMO should continue to demonstrate why the current services are in place and the value they provide." Page 19 - P 5
"However, until the PMO has become a trusted challenge partner (Principle 4), it may need to focus on the requested services to build up the trust and credibility." Page 19 - P 5
"It is important not to become too focused on continuous improvement of the current services and lose touch with the changing needs of the organization." Page 19 - P 5
"Adapt or perish, now as ever, is nature's inexorable imperative." Page 19 - P 5 *HG WELLS
"The PMO exhibits appropriate behaviours and expertise when delivering change and demonstrates the value of project and program processes and systems and their contribution to project and program success." Page 20 - P 6
"PMOs need to be able to instruct and provide examples of the successful use of services and the value it offers, and coaching why alternatives would lead to a less successful outcome." Page 20 - P 6
"For PMOs to succeed they need to gain the credibility and respect of their stakeholders." Page 20 - P 6
"PMOs comprised of professionals, some of which may have already worked on projects or programs within the organization, should actively demonstrate their expertise, and show their value. They are in a position to lead by example." Page 20 - P 6
"The implementation of these changes through projects and programs provide an ideal opportunity to demonstrate how the local delivery framework, tools and template can be tailored and used.
In some situations, it may not be possible for the PMO to gain or demonstrate experience in all of the various processes, tools and techniques. For example, a PMO may not be required to manage an organization wide transformation program so would not necessarily be able to demonstrate expertise in the development of a blueprint. However, it is likely to have the opportunity to demonstrate how the delivery framework is tailored for projects and programs of various sizes." Page 21 - P 6
"Setting a good example is a far better way to spread ideal than through force of arms." Page 21 - P 6 *RON PAUL
"The PMO looks to improve itself and its contribution to the successful delivery of projects and programs within the organization through continuous improvement of its services." Page 22 - P 7
"In improving the effectiveness of a service, the aim is to increase the impact fullness of the service for each and every PMO client. Sometimes the effectiveness of one service is improved by introducing one or more additional services." Page 22 - P 7
In improving the efficiency of a service, the aim is to reduce the cost of providing the service (in terms of resources or effort) or providing the same service with less resources, so resources can be released or diverted to the introduction or improvement of other services." Page 22 - P 7
"PMOs should be aware that every methodology and its component parts have evolved over time which also means they have been adapted to the organization's environment. The evolution and adaption process may be over a period of years. The span of influence of an existing methodology, including the culture, training, tools, capabilities etc., should not be underestimated. Therefore, an in- depth understanding of the organization's environment is required to fully appreciate the embeddedness of a methodology and the implications of a proposed change." Page 23 - P 7
"Improvements to services are not always driven externally. PMOS need to strive to deliver incremental improvements to service, to increase both efficiency and effectiveness." Page 23 - P 7
"Strive for continuous improvement, instead of perfection." Page 23 - P 7 *KIM COLLINS
"To leverage the value of the principles they must be constantly and consistently applied. PMO Mangers will need to demonstrate a balance of leadership and management to embed and uphold the PMO principles to maximize situational impact." Page 24
"Principles are not completely independent of each other. Fully embedding or upholding of one principle might not be possible without increasing the embeddedness of another." Page 24
"Governance The fundamental norms, rules or values that are desirable within an organization and guide the establishment of the governance system.
Governance System - Structures used by the organization to implement governance, allocation of rights and responsibilities within those structures and assurance that the organization is operating effectively and properly within the defined structures." Page 26 Glossary
February 16, 2019
Simple yet practical
Clearly summarizes the first things one needs to have before embarking on a Moo journey.
Quick and easy read. The diagrams were also very helpful.
Clearly summarizes the first things one needs to have before embarking on a Moo journey.
Quick and easy read. The diagrams were also very helpful.
Displaying 1 - 2 of 2 reviews