Project Management Office (PMO) Implementation and Structuring

Standards

Areas

• Supported standards and methodologies

  Project Management Institute (PMI)
  PMBOK Guide	Yes
  PMI Practice Standard for Estimating	Yes
  PMI Practice Standard for Earned Value Management	Optional
  PMI Practice Standard for Configuration Management	Optional
  PMI Practice Standard for Risk Management	Yes
  PMI Practice Standard for Work Breakdown Structure	Yes
  PMI Practice Standard for Scheduling	Yes
  PMI Standard for Portfolio Management	—
  PMI Standard for Program Management	—
  PMI Project Manager Development Competency Framework	Yes
  Organizational Project Management Maturity Model (OPM3®)	Yes

  UK Office of Government Commerce (OGC)
  PRINCE2 (Projects in Controlled Environments)	Yes
  MSP (Managing Successful Programmes)	—
  M_O_R (Management of Risks)	Yes
  P3M3 (Portfolio, Programme, and Project Management Maturity Model)	Optional
  P3O (Portfolio, Programme and Project Offices)	—
  MoP (Management of Portfolios)	—
  MoV (Management of Value)	—

  Scrum Alliance
  Scrum Methodology	Yes

  International Project Management Association (IPMA)
  ICB® IPMA Competence Baseline	Yes

• Areas: approach comprehensiveness

  Area	Comprehensiveness	Description
  Integration	★★★★★	Includes the processes required to ensure that the various elements of the project are properly coordinated.
  Scope	★★★★★	Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
  Time	★★★★★	Includes the processes required to ensure timely completion of the project.
  Cost	Optional	Includes the processes required to ensure that the project is completed within the approved budget.
  Quality	★★★	Includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.
  Human Resource	★★★★	Includes the processes required to make the most effective use of the people involved with the project.
  Communications	★★★★★	Includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.
  Risk	★★★★★	Systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.
  Procurement	Optional	Includes the processes required to acquire goods and services from outside the performing organization to attain project scope.
  EHS	Optional	Involves processes related to work safety, health and environment, including specific regulations.
  Strategic Planning	★★★★	Involves the processes which link projects with corporate strategy through the indicators of the Balanced Scorecard's goals.

Additional Information Top ↑

An excellent way to get an overall methodical and standardized sense concerning the organization’s projects implementation is to use the creation of a working model that brings the necessary skills and observe and prioritize its projects within its strategic interest. The project management allows the organization not only to improve its business, but also to change its behaviour in the market.

"The project management is not sufficient when performed in a individual way in the organization" - Ricardo Vargas

The Project Management Office (PMO) is a formal control structure that supports the projects and increases the maturity level of a specific project management, a specific area of the organization or even the organization as a whole. Its main objective is to enable the organization to develop their projects more efficiently and more effectively.

Macrosolutions ensures the project management office to be adherent to the organizational and strategic processes, providing greater success rate on projects. It also includes the support on the working model and workflow definition and on the documents models validation.

In 2010, according to the Standish Group's Chaos Report, only 37% of the total worldwide projects were successful, 42% were only a partial success and 21% failed.

Despite the improvement, even small comparing to the last years, studies in the area show that more than 30% of the projects in the world are cancelled when they are still in the middle of their execution. Over 50% of the projects exceeded their budgets up to 190% and when they are complete, the schedule’s delay is up to 220%.

In order to publish the book "The Value of Project Management", the PMI studied for three years how the value of project management can be observed and measured. The research had shown that the organizations realized the project management as a core competence to enable the success of their production processes and other enterprises.

The research also proved that project management adds financial value through the successful execution of projects. In addition, executives of large corporations has emphasized that there are other types of value that go beyond the project teams: improvements in the organizations units and departments integration through a greater operations alignment and learning, and the new capacities creation.

See alsoTop ↑