1. Building Your PMO from the Scratch
Andriy Tatchyn
PMO Competence Manager

2. What is PMO?

3. PMO Definition
PMO is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated management
of those projects under its domain.
Source: PMI. (2003)
Guide to Project Management Body of Knowledge (2003) PMI

4. PMO in an Organizational Infrastructure
Director
Admins
Accounts
Personal
Purchase
Research
Livestock
Seeds
Pesticides
Extension
Customer
Agri-
processing
Producers
Enterprise PMO
Divisional PMO
Project
Specific PMO

5. List of the Possible PMO Functions
Standards, Methodologies,
and Processes
Project/Program
Delivery Management
Portfolio
Management
Strategic
Planning
Talent
Management
Change
Management
Administration and
Support
Knowledge
Management

6. Notes to Remember
• There are no PMOs that are build to be equal.
• It is almost impossible just to Copy PMO or another structure.
• Build the PMO that will cover the needs of your organization in the
most efficient manner.

7. Why do you need PMO?

8. Why to Set Up PMO?
1. To increase project success rate through standardization and spreading out of the
best organizational practices. Assigning appropriate Project Manager during Project
Initiation. Constant monitoring of projects at Initiation, Execution, and Closure stages.
Ad-hoc troubleshooting.
2. To become a change management agent by implementing and controlling a series
of projects that supports positive changes within the company.
3. To support strategy implementation by executing a number of strategic projects.

9. Why to Set Up PMO?
4. To reduce organizational/projects chaos through implementing and constant
updating organizational Project Management Practices. Developing and improving
Project Management Templates. Setting up PMO Support Center that will meet the
main PMs needs.
5. To communicate project results through gathering and distributing information to
Executive Level that helps prioritize projects, support decision making process, and
ensure executive support at Project Level.
6. To establish Competence Development and Talent Management programs by
developing internal and external educational programs and projects. Developing
certification plans for Project Managers. Creating a Knowledge Base with lessons
learned.

10. How Was It Done in CISCO?
Case Study: PMO Architecture

11. How Was It Done in CISCO?
Requirements
Customer
Needs
Need
Goals
Function,
Concept,
Form
Architecture
Specifications
Source: Carol Ann McDevitt, PMO Architecture a Case Study
The system
architecture process

12. Needs – Brainstorming
• Coordination of solutions (which usually takes the form of programs and/or projects)
• Prioritization and communication of the project roadmap
• Broad picture of how individual projects can be leveraged across silos
• Data and information to make resource allocation decisions and Go/No Go decisions.
• Standard processes for project/program management
• Assistance with the bigger picture, recognizing stakeholders or groups that might be
impacted, or who might benefit in the longer term from the project
• Tools for tracking resources and project status
• Hand off support for transition to business as usual
• Solutions that are simple, elegant, sustainable, leveraged
• Communication strategy
• Where and how projects/programs are aligned with larger business processes
• A roadmap that illustrates a consolidation of efforts and deliverables
• Consolidation of projects where necessary
• Work taken off other people’s plates
• Information management system for collaboration with engineering and
manufacturing
• A brain and voice on project/program management
• Program and project management
• Cross-functional teams that do work
Source: Carol Ann McDevitt, PMO Architecture a Case Study

13. Needs – Consolidated
Projects designed for leveraged deployment
– Standard processes for project/program management
– Assistance with the bigger picture, recognizing stakeholders or groups that might be impacted
– Projects leveraged across
– Hand off support for transition to business as usual
– Work taken off other people’s plates
– Cross-functional teams that do work
– Program and project management
– Broad picture of how individual projects can be leveraged across silos
Communication of projects/results
– Communication of the project roadmap
– Communication strategy
– Information management system for collaboration with engineering and manufacturing
– A roadmap that illustrates a consolidation of efforts and deliverables
– Where and how projects/programs are aligned to larger business processes
Alignment of programs with business processes and initiatives
– One brain and voice on project/program management
– Coordination of solutions (which usually take the form of programs and/or projects)
– Prioritization of the project roadmap
– Consolidation of projects where necessary
Support for Project Managers
– Project management process and framework
– Tools and processes for tracking resources and project status
– Data and information to make resource allocation decisions and Go/No Go decisions
– Training
Source: Carol Ann McDevitt, PMO Architecture a Case Study

14. Visualized Needs
PMNeeds
Coordination
of PM activities
Prioritization
Data for Go/No Go
decisions
Solutions that are
simple, elegant,
sustainable, leveraged
Standard processes
for PM
Assistance with
stakeholders
Tools for
resource tracking
Handoff support

15. Goal Definition
To increase real productivity by taking responsibility for across-group
deployment of each project, using effective project management
processes, while also eliminating resource wastage due to project
overlap or continued work on non-priority projects.
(Format: To.... by.... using...., while also.....)
Source: Carol Ann McDevitt, PMO Architecture a Case Study

16. Functions Definition
Increase productivity by
• Coordinating project management activities
– prioritizing projects
– providing data for decision-making
– ensuring absence of projects overlapping
– ensuring broad deployment of projects
– ensuring executive support for projects
• Developing project management processes
– involving stakeholders
– providing tools for data management
– ensuring end-game is “business as usual”

17. Concept Definition
PMO in CISCO case is an overseeing body that reports to senior staff
and supports Project/Program Managers by developing
project/program management processes.
Source: Carol Ann McDevitt, PMO Architecture a Case Study

18. How to
make your
executive
happy?

19. Five Keys to PMO Vitality
1. Executive Support – without strong executive support PMO is
dammed. Define your stakeholders and constantly work with them,
understand their needs and objectives.
2. Clarity – define and agree PMO role within the organization. Be
clear about your PMO responsibilities and success measures.
Preferably, speak only data and avoid speculations.
3. Alignment – regularly review projects in your portfolio. Make sure
they are aligned with the predefined strategy. You can use GATE
approach, implementing project check out at the certain stages and
making sure they are aligned with overall organizational objectives.

20. Five Keys to PMO Vitality
4. Project Managers Support – make sure you provide value to
Project Managers. Help and consult them. Consider building
Project Management Community that is a natural method of
internal knowledge sharing and competence growing.
5. Continuous Improvement – build on what is already done, but try
to improve it, find ways to build a momentum and use it.

21. “There is only one way to
avoid criticism:
do nothing, say nothing,
and be nothing.”
Aristotle

22. Thank You!
Questions and ideas are welcome!