Chris gave a presetentation on the brief history of the development of the PMO concept, which started in the 1970’s with more of a technical focus, up to the present day with distinctions between portfolio, programme and project management offices

1. APM PMO Specific Interest Group
PMO: People, Styles and Lifecycles
Chris Mills MAPM

2. This Session..
 Meet the Presenter
 P3O – Portfolio, Programme
and Project Offices
 What do PMOs do for you?
 Types of PMO
 PMO People
 The Future of PMO
 Q & A

3. About the Presenter
Started career briefly in construction industry
working on projects such as Channel Tunnel and
Eurostar terminal
P3M experience mainly in maritime transport and
defence procurement
Implemented first PMO in 1992
Now a Principal Consultant with BMT Hi-Q Sigma
Ltd.
Committee member of the PMO SIG since May
2014.

4. Portfolio
Strategy
Tactics
Programme
Outcomes
Benefits
Project
Outputs Improvements
P3O context Portfolio, Programme, Project Offices

5. 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

6. PMO Development a brief history
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

7. 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
Types of PMO

8. Types of PMO what is your PMO profile?
Supportive Directive
Operational Controlling
Supportive Directive
Operational Controlling

9. PMO Lesson #1
There is no
one size fits
all!

10. PMO Lifecycle
The PMO Lifespan is five years.
• Lack of support from Senior Leadership
• The Value is not quantified
• Perceptions of PMO differ
• Incorrect model for the organisation
• Change in Strategic direction
• Cost Constraints
• Change Management is not embedded
• PMO is not adaptable
With thanks to PMO in Practice delegates & PMI PWC report

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

12. Classifies and stores documents
Implements filing systems
Issue and problem tracking
Change control
PMO People ..who does what
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

13. ..and the future
• APM will publish a career path for PMO resources along with
a standard role profile for each of those levels
• APM Competency Framework will cover the role of a PMO
• APM BoK+ will include PMO content
• APM PMO SIG will ensure that there is a common
understanding of what and how a PMO can help PM’s and
their organisations
• Roles of the PMO standard presentation based on the
competence framework

14. How to contact us:
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

15. PMO Flashmob
 Informal meetings
 Mob yields
 PMO Manifesto
http://pmoflashmob.org/
@pmoflashmob

16. Any Questions?