How I Build PMOs in Less than 6-Months

Establishing a PMO at an organization can be the difference between execution and hoping for the best. Here I share some key strategies I followed in the past at mid size organizations (200 - 5000) employees to bring up a well-oiled PMO in less than 6 months.

Secure Leadership Buy-In: It is extremely important to have one C-Suite executive on board with the CIO in this initiative. Having executive leadership sponsorship will empower the PMO leader in promoting ideas throughout the organization, gaining momentum and stakeholder engagement.

Engage Experienced Stakeholders : Create a network of experienced partners throughout the organization in different areas of operations, strategy, management, leadership, and customer facing roles. This network will be able t provide valuable insights on bottom-line value proposition and ensure the PMO is helping delivering the right KPIs and organizational objectives. A team of PMO advisors are not only your ears and eyes on the ground, they are your advocates and sounding board.

Clearly Define Objectives and Scope: Before initiating the PMO setup process, clearly define the objectives and scope of the PMO. Determine the specific goals, functions, and services the PMO will provide. This clarity helps in streamlining the establishment process by focusing efforts on the most critical aspects of the PMO.

Leverage Existing Resources and Templates: To expedite the PMO setup, leverage existing resources and templates that have been proven effective in other organizations. This includes project management methodologies, frameworks, templates, and guidelines. Utilizing these resources saves time in developing PMO processes and documentation from scratch, allowing for a quicker setup.

Adopt Agile Implementation Approach: Instead of pursuing a lengthy and comprehensive implementation approach, consider adopting an agile methodology for setting up the PMO. Break the PMO establishment process into smaller, manageable phases or iterations. This allows for early delivery of some PMO services, providing immediate value to the organization while continuing to build and improve the PMO incrementally.

Keep it Simple & Organized: Start off with spreadsheets to track projects, initiatives, requests, issues, risks, objectives and organizational goals. Then build your simple, but modular and flexible internal PMO database. I typically leverage Salesforce.com to build my clients PMO backbone. The ease of application development allows for data storage and relationship building, workflows, approvals and reporting. I also have used SharePoint sites or internal Google Sites to display impact and showcase reporting. Data can be pulled out using tools like PowerBI or other integration tools, Form Assembly can be utilized for demand management and issue tracking, or other input capture throughout the organization.

Foster Collaboration and Knowledge Sharing: Promote collaboration and knowledge sharing among project managers and teams within the organization. Encourage the exchange of best practices, lessons learned, and project management expertise. This helps in establishing a culture of project management excellence and creates a fertile environment for the PMO to flourish. Our educational brown bag lunches were great ways to build competence throughout the organization and promote strategies, collaboration, knowledge and skills. 

Invest in PMO Team: A key component I have always found invaluable is investing in my project management team's training, conference attendance, internal brainstorming sessions, creating an environment of learning and innovation. It not only boosts team morale, but also keeps the team on the cutting edge of problem solving, strategic thinking, stakeholder engagement and goal achievement.

Drop me a line and let me know how it goes!

CIOs Practices for Dealing with Economic Uncertainty

 According to an article on CIO.com, economic uncertainty is one of the main concerns that keep a CIO (Chief Information Officer) up at night. Below I share some ways CIOs can mitigate the impact of changes to the economy.

Cost Optimization: CIOs should closely analyze their IT budgets and identify areas where costs can be optimized without compromising critical operations. They can explore options such as cloud migration, outsourcing non-essential tasks, renegotiating vendor contracts, or consolidating systems to reduce expenses.

Risk Assessment: Conduct a thorough risk assessment of the organization's IT infrastructure and operations. Identify potential vulnerabilities and develop contingency plans to mitigate risks. This may involve enhancing cybersecurity measures, implementing data backup and recovery solutions, and ensuring business continuity plans are in place.

Agile IT Operations: Implement agile methodologies within the IT department to improve responsiveness and flexibility. Agile practices enable faster decision-making, rapid adjustments to changing circumstances, and efficient resource allocation. This approach allows organizations to adapt quickly to economic fluctuations.

Strategic Technology Investments: Evaluate technology investments carefully, ensuring they align with the organization's long-term strategic goals. CIOs should prioritize initiatives that drive efficiency, innovation, and competitive advantage. They should also consider emerging technologies that can enable cost savings and improve productivity, such as automation, artificial intelligence, and data analytics.

Collaboration and Communication: Foster collaboration and open communication channels with other executives and departments within the organization. Engage in regular discussions to understand business priorities, challenges, and opportunities. This collaborative approach helps align IT initiatives with the overall business strategy, ensuring technology investments are focused on areas that deliver the most value during uncertain times.

Scenario Planning: Develop various scenarios based on different economic outlooks and assess the potential impact on IT operations and projects. By having contingency plans for different scenarios, CIOs can be better prepared to respond quickly and effectively to changing economic conditions.

Continuous Monitoring and Analysis: Establish mechanisms for continuous monitoring of economic indicators and trends. Stay informed about market conditions, industry developments, and regulatory changes that may impact the organization. This ongoing analysis allows CIOs to make informed decisions and adjust strategies accordingly.

Talent Management: Focus on talent retention and development within the IT department. Invest in upskilling and reskilling programs to ensure that the IT team possesses the skills needed to adapt to changing business needs. Retaining key IT personnel during uncertain times is crucial to maintaining stability and continuity.

Vendor Management: Strengthen relationships with key technology vendors and partners. Collaborate closely with them to negotiate favorable terms, explore cost-saving opportunities, and leverage their expertise in navigating economic uncertainty. Effective vendor management can help optimize IT investments and minimize disruptions.

Transparent Reporting: Establish clear reporting mechanisms to provide regular updates to stakeholders on IT initiatives, progress, and the value delivered. Transparent reporting builds trust and confidence among leadership, employees, and external stakeholders, especially during times of economic uncertainty.

By implementing these strategies, CIOs can proactively address economic uncertainty and help their organizations navigate through challenging times while maintaining operational efficiency and supporting business objectives.