This document provides an overview of a presentation about project management offices (PMOs). The presentation introduces the speaker and their experience in PMOs. It then discusses the purpose and goals of the APM PMO SIG group. Various types of PMOs are defined in terms of their roles. The development and maturity of PMOs over time is briefly outlined. Factors to consider when building a new PMO or determining how much of a PMO is needed are also presented.

1. Everything you ever
wanted to know about
PMO
Northern Ireland Branch &
PMO SIG
Your speaker: Marisa Silva, The Lucky PM

2.  Meet the Presenter
 APM PMO SIG
 What PMO’s do for you?
 PMO Development
 Types of PMO
 Building a PMO
 PMO People
 Tips for PMO
 Q & A
This session…

3. About the presenter
• Experienced PPM consultant, trainer, and speaker
• Passionate and intrigued by projects and PMOs
• Senior Consultant at Wellingtone Project Management
• Managing Director at in2PMO
• Programs Director at Project Managers Without
Borders (PMWB)
• Secretary at the APM PMO SIG
• Mentor at Project Managers Against Poverty (PMAP)
• Author of ‘Bedtime Stories for Project Managers (and
others with trouble sleeping)’
• Reviewer at the IJPM
• Finalist for the IPMA Young Researcher Award 2017
• MSc in Strategic Management of Projects (UCL)
• PMP, PRINCE2, MSP, MoP, P3O, IPMA-D, MCP, PMD Pro-
2, PMO-CC, MAPM

4.  To facilitate collaborative learning that fully engages the
membership and helps them grow their PMO skills and
competences
 To reach out to other disciplines (audit, finance, procurement,
quality) that collaborate routinely with PMOs to create value
 To provide an open source of unbiased advice and guidance
to those who can benefit from putting PMO practices to
work
 To have a bias towards action, understanding the latest
thinking and quickly digest it into ways that can be shared as
digestible knowledge with those we seek to
About our Mission

5.  Competence Framework Inclusion
 Registered Project Professional Revised
 PMO of the Year Award
 Corporate Engagement
 Ethical International PMO Standards
 PMO Qualification
 PMO Apprenticeships
About our Goals

6. Did you know?

7. You tell us: what does your PMO do for you?
Own the
methodology
Nerve centre for
communication
Provide common
language
They support
benefits delivery
Enable maturity &
capability
Assure project
delivery
With thanks to PMO SIG members

8. Source: Journal of project management, APM
2014
1970’s
Defence &
Government
Specific
Technical focus
1980-90’s Project Support
Office
Internal stakeholders
Iron triangles
1990-00’s Programme Office
Specific
Internal & external
stakeholders
Critical success factors
21st
Century
Portfolio, Benefits
& Strategy
Owner & sponsors
Organisational Context
A brief history of PMO

9. Supportive
(centre of excellence)
Is all about..
Capability
Guidelines
Community
Operational
(reporting & visibility)
Is all about..
Oversight
Administration
Project Specific
Directive
(strategic)
Is all about..
Resource Demand
Portfolio Build
Benefits Realisation
Controlling
(methods & standards)
Is all about..
Discipline
Best Practice
Compliance
Roles of a PMO

10. Supportive Directive
Operational Controlling
Supportive Directive
Operational Controlling
Your PMO profile

11. Blended PMO
achieves optimal
effectiveness
Police Unit
comes with
engagement
challenges
Training Unit
brings credibility
challenges
Administration &
Reporting Function
lacks visibility
Perception of PMOs

12. There is no
one size fits
all!
PMO lesson #1

13. Specialist
Function
Value
Added
Growth
Tactical
Business
Support
Strategic
Alignment
Supportive Directive
Operational Controlling
Typically the more mature the
PMO, the more balanced it is
across the four key functions.
Deciding on your PMO

14. Optimal
Diminishing
Return
Quick
Improvement
Key considerations:
• Understand the business value
• Review the business needs
• Align to the PMO service catalogue
• Keep the journey in mind
• The law of diminishing returns – how much PMO is enough?
How much PMO is enough?

15. Classifies and stores documents
Implements filing systems
Issue and problem tracking
Change control
Librarian
Handyman
Police
Doctor
Nurse
Assists in a crisis
Undertakes quick repairs
Highlights underlying problemsEnsures compliance
Offers advice and guidelines on
procedures
Reports deviations from plans
Deters potential offenders
Diagnoses
Prescribes remedial action
Monitors effects of remedial
action
Offers prognosis
Attends to day-to-day needs
Provides encouragement
Provides a sounding board
PMO people

16. Starting from scratch
considerations

17. ERAP Consulting Ltd ¦
17
Step 2:
where are
you today?
Step 3: where
do you want to
be?
Step 4: how
will you get
there?
Step 5: how
well did you
do?
Data driven informed by Best Practice
Alignment between Method & Practice
Strengths & Opportunities
Baseline & Roadmap
A case for change
Strategy
Define Maturity

18. ERAP Consulting Ltd ¦18
Capability Maturity
Training Coaching
Method
Documents
Governance
Two-
way
Support
Process
An eco-system with opportunity for all and an understanding that Project
Management in the organisation isn’t an exclusive club
What makes a method?

19. Bolt-ons
Approach
People
• Discipline
• Up-skill
• Stepped
• Realistic
• Training
• How To…
CommunicationsCommunications
Adoption & Change

20. Adapt & Sell!
Engage with
The Why
Know your
Path
Take Pain
Away
Define who
you are
Build a
community
Consistently
Show Value
Take aways…

21. So what?

22. pmosig@apm.org.uk
http://www.apm.org.uk/group/apm-pmo-specific-
interest-group or http://www.pmosig.co.uk
@pmosiguk
APM PMOSIG group
#getinvolved

23. Follow APM online
LinkedIn
The Association for Project
Management (Official
group)
Facebook
Association for Project
Management
Twitter
@APMProjectMgmt
@APMEvents
#APMWessex
Slideshare
slideshare.net/assocpm
Google+
Association for Project
Management
YouTube
youtube.com/APMProjectMgmt

25. Are you an APM member?
Whether you simply have an interest in
improving your project management
skills, are starting out in the profession
or are already an experienced
professional, there’s an APM
membership grade designed for you.
APM membership offers:
 Professional status and recognition
 Excellent career prospects
 Access to great technical
information
Find out more at apm.org.uk/Individual

26. APM FIVE Dimensions of Professionalism
Project professionals drive effective change
across all sectors and industries. As committed
professionals they command trust, respect and
credibility, making them stand out amongst
their peers.
The APM FIVE Dimensions of Professionalism
are a set of values that provide a universal
framework to help you develop your career
and achieve your professional goals.
Find out more at apm.org.uk/APM5Dimensions

27. A brand new APM guide is now available to pre-order, Governance
of Co-Owned Projects, the successor to the highly-regarded Co-
Directing Change publication.
What's inside?
You will find principles for the governance of co-owned projects,
together with checklists and key questions for co-owners to ask.
These cover a range of governance topics including:
 alignment of objectives to leadership;
 sponsorship roles and responsibilities.
This is the perfect guide for those who influence corporate
governance in organisations.
Find out more at apm.org.uk/book-shop

28. Take an APM qualification today
APM recognises the importance of keeping qualifications up to date
and relevant, so they reflect the knowledge that you have, the work
that you do and the skills that you have developed.
Take the next step and reach your potential
APM Project Fundamentals Qualification (PFQ)
APM Project Management Qualification (PMQ)
APM Project Professional Qualification (PPQ)
APM Practitioner Qualification (PQ)
APM Registered Project Professional (RPP)
Visit our website to find out more apm.org.uk/qualifications