Ongoing Challenges for PMOs

We are now more than halfway through 2016 and we are reviewing the current and immediate challenges for PMOs.

The PMO Tools set

A solid set of tools is a must for PMOs that do not have the use of a PPM tool or are working in environments where it is too early to implement a PPM tool; so there is a need to made the best use of software you currently have available. Microsoft Excel becomes the fall back for all things and it is a good tool but most organisations have a wider tool set than Excel that they could use to greater effect. SharePoint or some other collaboration tool can be a big help.

But also making better use of Microsoft Project could significantly improve the information service that a PMO can provide. Good flexible use of all tools whether the basic building blocks or a full PPM tool depends on better data analysis and technical skills across the PMO team.

The best use of the complete tool set available to you will make the difference between providing timely data and constant firefighting to manually map out current status.


Using data to good effect

Along with the skills improvement in data analysis comes the foundation to provide useful historical data and improve estimates and future project delivery. Increasingly PMOs will need to provide wider services and will use more of the techniques found in Big Data. Better recording of project progress against plans and solid records in risks and issues will be essential to an effective PMO in the future.

Another key element of effective database and good data analysis is the ability to provide scenario planning that can enable extra value in significant events like BREXIT and other things that will impact your organisation.


Providing Methodology that’s fit for Purpose

The project, programmes and portfolio methodology that is owned and supported by the PMO will either offer a flexible control or constrained delivery. Most often project management methods are implemented in a way that adds red tape and delay without enhancing control and the quality of delivery. A subject we explored more in the post does governance delay projects. As time goes on PMOs have to tune and adapt methods, and avoid being prescriptive.

The PMO needs to coach project managers and project delivery in the practical use of a range of methods and accept feedback to tune and improve the method over time.

The life cycle and methodology used should enhance your project delivery, if it does not it could mean that the method needs tuning or replacing.


Align projects to the organisations goal

The PMO need to ensure they have an understanding of the organisation goals and objectives and agree with the key senior stakeholders on how projects are selected and the basis on which they should continue to be funded. Once this has been compiled and executive management have agreed the core objectives; the PMO has a foundation in place to provide useful information about project pipeline