This document summarizes a presentation about project management offices (PMOs). It discusses the history and evolution of PMOs from the 1970s to present day. It describes the different types of PMOs and what they can provide to organizations, such as common methods, communication hubs, and benefits delivery. Case studies are presented on why organizations implement PMOs. The document outlines the process for setting up a new PMO and ensuring its longevity. It also profiles common roles within a PMO and discusses competencies. Finally, future research topics related to PMOs are presented.

1. APM PMO Specific Interest Group
So you think you need a PMO?
Chris Mills MSc MAPM
SWWE Branch 11th Feb 2016

2. This Session..
 Meet the Presenter
 P3O – Portfolio, Programme and
Project Offices
 What do PMOs do for you?
 Why a PMO (Case Studies)?
 Implementing the PMO
 PMO people
 Research Topics
 Q & A

3. About the Presenter
Briefly worked in construction
industry on major projects such as
Channel Tunnel and Eurostar
terminal;
P3M experience mainly in maritime
navigation and defence
procurement sectors;
Implemented first PMO in 1992;
Now a Principal Consultant with
BMT Hi-Q Sigma Ltd;
Secretary of the PMO SIG since
June 2015.

4. P3O Portfolio, Programme and Project Offices

5. PMO Development: A brief history
Source: Journal of project management, APM
1970’s
Defence &
Government
Specific
Technical focus
1980-
90’s
Project Support
Office
Internal stakeholders
Iron triangles
1990-
00’s
Programme
Office Specific
Internal & external
stakeholders
Critical success factors
21st
Century
Portfolio,
Benefits &
Strategy
Owner & sponsors
Organisational Context

6. The ‘P’ in PMO
‘P’
Portfolio
Programme
Project

7. Portfolio
Strategy
Tactics
Programme
Outcomes
Benefits
Project
Outputs Improvements
P3O context Portfolio, Programme, Project
Offices
Portfolio
Strategy
Tactics
Programme
Outcomes
Benefits
Project
Outputs Improvements
P3O context Portfolio, Programme, Project
Offices

8. What do PMOs do for you?

9. You tell us…..
Own the
methodology
Nerve centre for
communication
Provide common
language
They support
benefits delivery
Enable maturity &
capability
Assure project
delivery
With thanks to PMO SIG members

10. Supportive
(centre of excellence)
Is all about..
Capability
Guidelines
Community
Operational
(reporting & visibility)
Is all about..
Oversight
Administration
Project Specific
Directive
(strategic)
Is all about..
Resource Demand
Portfolio Build
Benefits Realisation
Controlling
(methods & standards)
Is all about..
Discipline
Best Practice
Compliance
Types of PMO

11. Types of PMO what is your PMO profile?
Supportive Directive
Operational Controlling
Supportive Directive
Operational Controlling

12. PMOs in the organisation
Support
Centre
of
Excellence
Operations
or
Business
as usual
Portfolio
Programme
Project
PgMO
Senior Responsible Owner
BCMs
/ BCA
Programme Manager
Internal/External
Supply Chain
PjMO Senior
User
Project Executive
Project Manager
Senior Supplier(s)
Team Manager(s)
Vertical position does not
necessarily infer hierarchy
CEO & Mgmt Board
PfMO
Portfolio / Business Change Director
Portfolio Manager

13. Why a PMO?
Case Study 1: Army Headquarters

14. Why a PMO?
Case Study 2: Defence Equipment &
Support, Maritime domain

15. Implementing the PMO

16. Maritime domain: P3M Implementation
Establishing Enablers
Establishing Foundations (Project
Level)
Ongoing Programme Management & Stakeholder
Engagement/Comms tasks
Phase 1 Phase 2
Process Definition
Executing P3M (Programme & Portfolio
Level)
ReadyforImplementation

17. Maritime domain: Establishing Maturity
P3M Enablers
Management Plans, Policy, Process
Guidance / Templates (AOF)
Training / Coaching / Briefing
Programme Office Constructs
(SPO and PSO Established)
Financial Management
(S9 & P9 codes reflect OC Business)
Planning & Scheduling
(Project schedules established)
Performance Reviews
(OF5/B1 to 2* reviews updated)
Portfolio Management Information
(fed progressively as projects deliver)
Resource Mgt
(data & schedules)
Commercial Mgt
(data & schedules)
Risk & Opportunity
(Risks captured & managed)
Approval & Assurance
(best practice & action
tracking)
IncreasingMaturity

18. PMO Lifecycle
The PMO Lifespan is five years.
What goes wrong?
• Lack of support from Senior Leadership;
• The Value is not quantified;
• Perceptions of PMO differ;
• Incorrect model for the organisation;
• Change in Strategic direction;
• Cost Constraints;
• Change Management is not embedded;
• PMO is not adaptable.
With thanks to PMO in Practice delegates & PMI PWC

19. Optimal
Diminishing
Return
Quick
Improvement
Building a PMO: How much PMO is enough?
Key considerations:
• Understand the business
needs
• Review the business
context
• Align to the PMO service
catalogue
• Keep the journey in mind
• The law of diminishing
returns – how much PMO
is enough?

20. PMO People

21. Classifies and stores documents
Implements filing systems
Issue and problem tracking
Change control
PMO People ..who does what
Librarian
Handyman
Police
Doctor
Nurse
Assists in a crisis
Undertakes quick repairs
Highlights underlying problemsEnsures compliance
Offers advice and guidelines on
procedures
Reports deviations from plans
Deters potential offenders
Diagnoses
Prescribes remedial action
Monitors effects of remedial
action
Offers prognosis
Attends to day-to-day needs
Provides encouragement
Provides a sounding board

22. New Competence Framework
 Streamlined and easier to use;
 Number of competences reduced from 47 to 27;
 Can now be used for Project, Programme and Portfolio Managers and PMO;
 14 role profiles matched to new framework with 4 for PMO professionals;
 Editable framework which can easily be integrated into existing frameworks
or used as an out of the box solution;
 Can be used by all individuals for career and personal development.

23. Competence and ratings scale overview
Available to download for free at apm.org.uk/competence-framework

24. PMO Role Profiles
PMO Administrator
PMO Officer/
Specialist
PMO Manager Portfolio Analyst

25. Structure of a Role Profile
Key
Responsibility
Competence
• How that
competence is
applied
Competence
• How that
competence is
applied
Key
Responsibility
Competence
• How that
competence is
applied
Competence
• How that
competence is
applied
Key
Responsibility
Competence
• How that
competence is
applied
Competence
• How that
competence is
applied

26. Section of the Portfolio Analyst Profile
• 1: Promoting the wider public good in all actions, acting in a
morally, legally and socially appropriate manner in dealings with
stakeholders and members of portfolio teams and the
organisation
• 3: Identifying, addressing and resolving differences between
individuals and/or interest groups
• 12: Identifying and monitoring portfolio risks (threats and
opportunities), planning and implementing responses to them and
responding to other issues that affect portfolios
• 14: Consolidating and documenting the fundamental components
of portfolios (scope, schedule, resource requirements, budgets,
risks, opportunities and issues, and quality requirements) 16:
Planning and controlling finances of portfolios as a means of
driving performance and as part of the organisation’s overall
financial management
A Portfolio Management Office Analyst is likely to
be responsible for applying the following
independently in situations of limited complexity:

27. PMO – Real Life Example
Graduates &
Apprentices

28. Topics for future research
 A PMO maturity matrix;
 The business case for PMOs and demonstrating value;
 Design and implementation of PMOs;
 Embedding PPM tools;
 PMOs supporting different PM methods and techniques
(PRINCE, Agile etc);
 PMOs and diversity, how PMOs are influenced by cultures in
other countries;
 PMOs in support of bid process and consultancy.

29. How to contact us:
pmosig@apm.org.uk
http://www.apm.org.uk/group/apm-pmo-
specific-interest-group or
http://www.pmosig.co.uk
@pmosiguk
APM PMOSIG group

30. PMO Flashmob
 Informal meetings
 Mob yields
 PMO Manifesto
http://pmoflashmob.org/
@pmoflashmob

31. Any Questions?