Leveraging Organizational Efficiency with the Power of a PMO – Readiness Notes and Scorecard
Example
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Your Turn!
Example
People One PMP & people with good PM skills Limited PM knowledge within the organization Good relationships for grassroots training
Who currently does PM in your organization?
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People 12 FTEs, 3 dedicated PMs in PMO All dept members skilled in PM at varying levels Strong training and support processes
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Starting State Process Limited organizational process for national work Strong processes in pockets at business units
What key processes are followed in the various stages of a project?
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Your Turn!
How would you reasonably resource a PMO?
Desired State Process Clear tools and process for national initiatives Commitment to several key documents – charter, product backlog, closure Agreed-upon PM software (Teams)
What are crucial project management processes that would fit your industry and organization?
Structure • • •
Highly decentralized, $500M+ New CEO with eye toward centralization Leverage key stakeholders (executives) leading business units
If no PMO, how are project resources organized?
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Structure PMO under Office of Administration (Procurement, New Business, EA Team) and reports to COO Move to matrix org with CEO wanting consistency
Where should the PMO land functionally in your organization? Who should run it?
Want to discuss further? Contact Sarah Boone, National Director of Project Management at Devereux Advanced Behavioral Health, at sboone2@devereux.org