Having a PMO, Project Management Office, or CMO, Change Management Office acting as a central service across and within the business provides key controls, governance and reporting of projects, in a single place, for works that are key to the success and sustainability of any business.
The PMO, operating correctly, acts as the command and control centre for all projects running across the business, be they within IT, and other functions. A PMO allows senior management to track progress simply, and effectively, allowing decisions to be made on capacity, suitability, capability of projects in-play and those proposed.
A great PMO offers tangible benefits, along with mature and transparent governance to the incumbent business; one where trust is central, communications are clear and focussed, mobilisation is painless, business cases stand on their own merits, priority is provided, resources are available, and most importantly, one where transparency is guaranteed.
THE XAGROSE APPROACH
The Xagrose team has many years delivering complex projects and running PMO’s large and small, across a range of industries. The team has also led large business transformation projects and programmes, including across Banking, Government, Education , Insurance, Finance and Media, to name but a few sectors.
Xagrose helps you build on top of our experience, and provides you with the confidence, the tools and approach to operate a world-class PMO. one that engages with the business, communicates well, is resourced with the appropriate staff, is able to translate ideas into solid business cases, can onboard projects and programmes quickly and effectively, and most importantly one that delivers successful projects again and again.
We cover a variety of topics in the setup process, looking at how best a PMO can fit into your business.
Day 1 – Evidence Gathering – Capability Maturity Model
- Review the state of projects within the business
- Review stakeholder engagement
- Review success/failure rate of projects
Day 2 – Share and discuss PMO concepts
- Meet with key stakeholders, functional heads, PM’s
- Present and discuss the key principles and attributes of the PMO
- Identify any existing frustrations
- Identify potential candidates to run the PMO
Day 3 – Propose and Agree PMO Framework
- Business case development – IRCAIS (Improve Revenue, avoid Cost, Improve Service)
- Project Mobilisation – onboarding, communications, sponsors
- Project Tracking – issues, risks, progress, spend, and schedule
- Project artifacts using collaboration and planning tools
Day 4 – Retrofit and forward planning
- Take some key example projects and fit to the framework
- Review some key proposals and plan them through to delivery
- Look at how projects are categorised, grouped and prioritised using our OPS model (Operational, Portfolio, Strategic)
- Prove reporting and communication mechanisms are functioning
Day 5 – Follow up and Tidy-up x 2
- Review the works to date and monitor the team
- Make small adjustments where required
- Complete a satisfaction survey
- 1 month hence – carry out the Day 5 steps
Taking this step by step approach allows you to fully understand the value a great PMO creates, it will provide you with confidence that your PMO operates with the same value system that exists within your business, it will build trust and collaboration across the business, and most importantly will ensure that the chosen projects are delivered successfully in a manner that is repeatable.