TechRepublic columnist Tom Mochal receives dozens of eastward-mails each calendar week from members with questions about project direction problems. Mochal shares his tips on a host of project direction problems in this Q&A format.

Question
I am in the process of implementing a project management office (PMO) for the IT department of a small, growing company. I accept been instructed to roll out a projection management process slowly and try to accomplish purchase-in from the rest of the organisation.

There is some question every bit to what our role should be and when we should get engaged in projects. Should we get involved only when the work involves an IT project? Should we be involved in the sales procedure? I talked to my boss, only he is not sure how we should implement. What is your advice?

Answer
PMOs are great organizations, and many companies are looking to implement them to help deliver projects more than successfully. However, there are about as many models for a PMO as there are companies implementing them. The starting time thing to do is recognize that in that location is no right or incorrect way to implement a PMO. The bigger question, and the i to inquire start, is what value does your company intend to receive from the PMO? What is the mission and vision, and what are the goals and objectives of the PMO?

Some PMOs are centers of excellence where all the project managers are assigned. In other companies, the PMO is responsible for setting projection management standards and processes and developing a consistent set of templates and tools. In other organizations they maintain overall status on all active projects. There are other models as well. In general, I think of PMOs equally a feature of large companies. Your firm seems pretty aware to attempt to establish ane for a visitor your size. Here is how to set up a PMO.

First ascertain your mission and goals
Every bit you start upwardly your PMO, you take an opportunity to define your mission. Talk to equally many visitor stakeholders every bit possible. They should be able to tell y'all well-nigh the needs of the company and what areas need comeback. If every project were implemented successfully, there may not be a demand for a PMO. They usually come into being to aid ensure a higher level of overall project success, and the overall mission of the PMO is usually established to deal with the pain the organization feels today.

Equally yous talk to project managers and some other stakeholders, I think y'all probably empathise that many people volition see your function every bit a clogging. The key is for you and your sponsor to talk about the PMO in terms of the value it provides. Then make sure that all of your actions endeavour to bring value. For instance, is your role ane where you must approve projection direction deliverables? If then, you may be perceived equally a bottleneck. Are you helping build project direction skills and capabilities? This provides value. Does your management team want a consistent ready of reports on how projects are going? If so, so you tin can provide value by creating common condition reporting mechanisms.

Continue a project focus
Y'all asked specifically about whether your PMO should exist involved in a projection when information technology becomes office of the Information technology system, or whether yous should extend your influence into business processes likewise. Every bit you might expect, my answer is: it depends. It depends on what makes sense for your organization. However, in general, I think of the sales wheel as office of the ongoing operations of the business. Usually a PMO is active in company projects and not the continuing operations. And then, on the surface I would say that it is not an surface area that you would be involved in. On the other hand, the Sales organization performs projects, only as every other part of the business organization does. It might brand sense for a company your size to have the PMO involved in projects from all over the business concern—not only IT projects. But once again, that is something your organization needs to call up through.

Transition your organization into place
I agree with a transition approach. Get people used to your role, and show them the value yous can provide. Don't be threatening, and don't even exist controlling, unless that is specifically function of your mission. For a small company, this go-deadening approach does non hateful you must take five years to implement your vision. Possibly it is just over a vi-calendar month timeline. Just showtime small-scale, with early successes that y'all can build upon. As people see the value your organization provides, they will be more comfortable helping you implement your full mission and vision.

How is the PMO perceived in your organization?

Is your PMO considered a "bottleneck"? Or accept you lot been successful at showing your value? Post a comment to this article or send united states of america some mail.