Project management office (PMO) is a critical function in every software engineering / IT organization especially when your organization is getting bigger. Managers often think that managing projects and defining the SDLC (software development lifecycle) is something that other managers can or should do. However, soon after they realize that not only that they are not the best fit for this role but also the fact that these tasks can take a long time and they come on behalf of engineering, QA or people management activities.
The main PMO role is to ensure that projects are delivered on time, quality and within budget. In addition, lately it is also expected from PMO teams to track and measure the organization productivity. In other words, making sure that the organization is effective and efficient when delivering value to the business.
When planning and building a PMO, it is crucial that it is done in a manner which aligns and supports the organization structure and maturity. This will allow the company to get the maximum from the PMO team. Since every organization is different, an optimal PMO has to be designed based on many different parameters. At the end it is expected that your PMO team will be able to provide operational strategy as well as defined methodology along with templates, metrics, and standardized tools. As a result your project’s delivery will be more consistent, on time and with higher quality.
Last but not least when working in the right model and methods, your engineering team satisfaction will also increase
There are a couple of known PMO models today. However your needs might be in between them:
Supportive PMO : In this model, PMO generally provides support with on-demand expertise, access to information, best practices from other projects and budget control. This model can work in an organization where projects are done successfully in a loosely controlled manner. The PMO is primarily a support service that collects and reports status and overall progress according to the plan.
Controlling PMO : In this model the PMO is responsible for defining and controlling the SDLC methodology, standards, templates, and policies related to software delivery. The PMO team would be more involved in the day to day activities and align the teams with the organization best practices and reports in order to create better visibility to the management level
Directive PMO : In this model, the PMO is accountable for the project management function within the company and responsible for providing project management resources to run projects. This role is on top of the controlling model and typically provides the best value for your investment, It will be easier to keep standards and reporting across the organization as well as implementing top down requirements and changes
Which model will be the best for my organization
There is no one solution fit all but when picking the PMO model or supporting level you have to take the following into account:
- Organization structure – When your organization is well divided into business units and there is no central engineering team, it is more likely that you will need higher level support. Saying that small organizations and starting teams should better start with the directive model
- Maturity level – Determine the level of maturity of your organization’s project management practices. This will help you choose a PMO model that is appropriate for your organization’s current state.
- Stakeholder support: Engage with stakeholders to understand their needs and expectations for the PMO model. This will help ensure that the model you choose has support from key stakeholders.
- Business needs: Consider the current and future needs of your organization. What challenges is the PMO model expected to address? Complex challenges will require a stronger PMO team
As always, if more info or help are needed feel free to reach out at info@ngoconsulting.co
