#Establishing a project office professional#

The Swirl Logo™ are trademarks of AXELOS Limited, used under permission of ALEXOS Limited. Developing and establishing a Project, Programme or Portfolio Management Office (PMO).

PRINCE2®, MSP®, P3O®, MoP®, ITIL®, PRINCE2 Agile® are registered trademarks of AXELOS Limited. The Certified Partner, Partner Programme Logo and Swirl Logo™ are trademarks of AXELOS Limited, used under permission of AXELOS Limited.

#Establishing a project office professional#

PMI, CAPM, Certified Associate in Project Management (CAPM), PMP, Project Management Professional (PMP) and PMBOK are registered trademarks of the Project Management Institute, Inc.

The Swirl Device Logo is a trademark of The APM Group Limited, used under permission of The APM Group Limited. AgilePM®, AgilePgM®, AgileBA® and DSDM® are registered trademarks of the Agile Business Consortium Limited. The Association for Project Management has a Specific Interest Group for PMO professionals.The APMG-International AgilePM, AgilePgM, AgileBA, Change Management, Managing Benefits, and Swirl Device Logo are trademarks of the APM Group Limited. The Centre of Expertise for Programme and Project Management has established a PMO community of interest for Northern Ireland public sector practitioners. The portfolio, programme, project office (P3O) methodology sets out best practice for programme and project management offices. A project management office (PMO) is typically responsible for designing and implementing a standardized approach to project management within an organization. Guidance on setting up, and running, a PMO rarely, a top level PMO may emerge which occupies a strategic position within the organisation it may have board level representation and a key role in direction setting, planning and challenge on matters of organisational change and service delivery.if the skills and expertise exist, it may be possible for a third level PMO to function this will provide specialist programme and project consultancy in areas such as business case, risk management or benefits realisation and perhaps even some short-term programme and project management input - it also opens up the possibility of providing specialist input on methods, for example PRINCE2 and MSP, and tools such as MS Project.second level PMOs will add some services around providing basic best practice advice and guidance as well as resources like standards and templates for common documents or processes.first level PMOs will have a mainly administrative role with a primary focus on requesting, collating and reporting programme and project information for senior managers.The degree of value-added service the PMO provides will vary and usually falls into one of four levels: Resourcing the PMO will depend on the size and capabilities of the organisation and the specific remit it decides the PMO should have. The PMO has a key role to play in coordinating programme and project assurance activities including the scheduling of Gateway reviews, if appropriate.

Ideally a PMO will add value to these programmes and projects through the knowledge, experience and skills of its staff. Purpose of a PMOĪ PMO should act as an information hub for the programmes and projects it supports. Guidance on portfolio, programme, project office (P3O) and the proposals for foundation and practitioner level accredited qualifications means the P3O model is likely to become more prevalent. How a Project Management Office might fit into a typical project management structure. This enables organisation-wide standards and processes and provides senior managers with important information on progress, costs and resources which helps with key decisions.

the ability to collect and handover vital lessons learned from one initiative to the nextĪ corporate PMO may eventually adopt a portfolio management role, looking across all programme, project and other related activity in the organisation.

increased skills development and transfer Professional Consulting Services for Establishing Enterprise Project Management Office (EPMO) for PWA of 2.

better continuity and maintenance of standards.

Without such a PMO, an organisation is forced to replicate support arrangements over and over again as programmes and projects come and go.Ĭompelling reasons for organisations to establish a corporate PMO include: This applies particularly in an organisation where there is a lot of ongoing programme and project activity. What is a Programme (or Project) Management Office?Ī programme or project management office can provide a variety of support to a single programme or project or it can have a wider support remit to programmes and projects across the organisation.