When building a Programme Management Office (PMO), it’s crucial to begin with a clear understanding of the organization’s overarching strategy. The first step in this process is understanding the organization’s strategic goals, structure, systems, and objectives. Only once you have a clear grasp of these elements can you effectively begin to identify the specific needs and priorities of the organization, and from there, determine how best to establish the PMO.
The Discovery Phase
The initial phase of building a PMO is the discovery phase, where you focus on gathering and understanding key information. At this stage, it’s essential to dive into the various projects, business plans, key performance indicators (KPIs), and organizational objectives. Gaining access to relevant documents, reviewing business goals, and meeting with key stakeholders are all crucial steps to help you get up to speed quickly. Through this process, you’ll begin to understand not only the technical aspects of the projects but also the organizational culture and context in which they exist.
It’s also important to assess the people involved. Collaboration is key, and one of the most valuable parts of this discovery phase can be coaching and working alongside other members of the project or program delivery team. For instance, working with key team members can provide a valuable opportunity for coaching and mentorship, helping them develop the skills necessary to take ownership of their roles.
Coaching and Skills Assessment
The coaching component of the discovery phase is integral to ensuring that the organization’s workforce is equipped with the skills, tools, and knowledge needed for success. As part of this process, it’s important to assess the skills, qualifications, and experience of the project and program team. Identifying development needs will help to ensure that the PMO provides not just oversight but also tangible support.
By understanding the skills gap, the PMO can deliver targeted training and development in the form of tools, templates, and methodologies that align with the organization’s needs. This collaborative approach allows for better communication and fosters a stronger team dynamic. Early team-building activities will lay the groundwork for a cohesive, high-performing team and prepare the organization for successful program delivery.
Establishing the Programme Office
Once the discovery and coaching phases are complete, the next step is to establish the Programme Office itself. At this point, the PMO should begin to take shape, but it’s crucial to recognize that its structure will evolve over time. Establishing the PMO requires an understanding of how to best support the organization, taking into account the resources available, the current project landscape, and the organizational needs.
The PMO structure will be influenced by the information gathered during the discovery phase, including the insights about projects, stakeholders, and available resources. It’s essential to design the PMO with enough flexibility to adapt as the organization evolves and as project needs change. Although the PMO may not be fully established until the discovery and coaching phases are complete, this early work is invaluable in ensuring the structure aligns with organizational needs and drives successful outcomes.
Different Types of Programme Offices
A Programme Office can take on different roles depending on the organization’s maturity and needs. These roles range from a basic reporting function to a more strategic, leadership-driven tool that directly influences organizational direction. Let’s explore the various types of PMOs.
1. Programme Office as a Reporting Function
In some organizations, the PMO serves as a centralized reporting function. In this model, the PMO primarily gathers and consolidates data from project managers, creating regular reports for senior leadership. It’s a function that focuses on coordinating project information and providing updates to steering committees. While this approach may be seen as more administrative and procedural, it is an essential foundation for tracking progress and ensuring visibility. This type of PMO is typically less strategic and often staffed by junior personnel whose main responsibility is data collation.
2. Programme Office as a Resource and Support Function
A more advanced role for the PMO involves providing resources and support to the project management team. Beyond reporting, the PMO takes on a more active role, offering tools, templates, training, and guidance to project managers. It becomes a center of expertise, offering technical resources and oversight to ensure projects are executed effectively. The PMO provides a strategic function by facilitating the successful execution of programs, coaching team members on best practices, and promoting a culture of collaboration and knowledge sharing.
3. Programme Office as a Tool for Strategy Delivery
The most strategic version of the PMO is one that drives the organization’s strategy. In this model, the PMO is not just overseeing projects but actively aligning them with the organization’s strategic objectives. The PMO works closely with senior leadership to ensure that the program and its projects are prioritized according to the organization’s goals. This role includes resource allocation, prioritization, and ensuring the successful delivery of projects in line with corporate strategy. The PMO in this context plays a significant role in shaping the direction of the organization, often working directly with the board and influencing major decisions. This type of PMO requires senior leadership and experience, as it has a direct impact on the long-term success and alignment of the organization’s strategy.
Conclusion
Building a successful PMO is not a one-size-fits-all process. The key is to start with a deep understanding of the organization’s strategy, structure, and goals. Then, by engaging with stakeholders and assessing skills and capabilities, you can begin to structure the PMO to fit the needs of the organization. Whether the PMO serves as a reporting mechanism, a resource hub, or a strategic driver, the process must be collaborative and flexible to adapt to the ever-changing needs of the business. Ultimately, the PMO should empower the organization to deliver its projects effectively and in alignment with its strategic objectives.