I have quite a lot of experience in setting up and running PMO (as a part of performance improvement and turn around projects)
In short what you need:
1. Agreed with your boss framework in which projects will reported to you and steering committee or other supervision body. You need also some tool to help you with seeing where you are and making reports. I used Excel (with VB macros) and Google Sheet. For more advance solution you can use Asana, SmartSheet, Lean Kit,
2. Agree on how projects should be run – how often you meet with PM, how often PMs are meeting with their team, how team leaders are chosen, how resources are allocating to the project and who decides on this; what is the reward / motivation scheme for PMs and team members
3. Communicate it to the project leaders / stream leaders – I proposal to make a training and presentation available to everybody – record it so that you do not have to answer stupit questions time and again
4. Execute and improve
That is in short
If you want to have a look at the excel just write to me
This is a very large topic (kind of like a PMO [smile]).
There are many ways to go about this -- from either the "waterfall" or "agile" slants.
Usually the main "real world" objective I find for building an Project Management Office (PMO) is to make people feel like they have "control" over their projects -- and this is usually their main downfalls.
The easiest strategy is to start identifying the projects in your portfolio -- this one step alone is usually worth the beginnings of an important conversation that follows... "What next?"
If you'd like to speak with me more about this, please let me know.
- michael vizdos
I have started several PMO departments for companies that have demonstrated a need to have one.
The objective of a PMO department is to centralize how you are delivering projects. It usually happens when you have too many projects, or ill equipped project managers and there is misalignment between your projects and your company's objectives.
The nature of a project is to create a change within the organization. When you have too many projects, you have too many competing changes in progress.
There is not a single strategy on building a PMO department because the business rationale for one will vary. For this reason, starting a PMO department should be treated as its own project. Define a business plan, change management plan, budget, and ensure you have stakeholder support. Only until you have done the proper research and planning should you embark on building a PMO department.
PMO departments will carry serious overhead and your organization needs to weigh the pros/cons of this based on the changes your organization is trying to undertake using a project management approach.