Do we need a Project Management Office aka The PMO

The main reason PMO's are not setup is the time and investment it takes to set it up right. The current focus is get the project done now. With that type of approach you are exposed to potential problems as soon as you start the project. The PMO might be looked at like a guardian watching over us and slowing us down with red tape. 

A PMO is a big investment that takes time to evolve into the right tailored fit that meets the companies needs. A PMO will alway's be a work in progress that needs to be continually tuned to maintain it's value. The company will achieve a ROI by delivering projects on-time and controlling the project budget and scope. Management buy in and patience is required to setup your PMO. Be willing to suffer growing pains along the way it will be worth it in the end. Management will have a "Stop Light Report" showing the status of all the projects being worked on in the company using green, yellow and red to indicate the health of the project with a brief summary of the progress being made.

Start slow using the "Project Management Body of Knowledge aka PMBOK" the book of standards to guide you on managing projects. Review all your current processes and standards. Get together with all the Project Managers to agree upon a standard to be followed by everyone. Just think if you have no PMO and three Project Managers you will have three methods on running a project. It might work now, but as your projects get more complex you need to have all your project managers following a standard guideline allowing them some deviations. 

The goal is tracking your projects to deliver them on-time within the budget. Project Management is an Art and Science don't make it so complicated to implement in your company. Keep it simple and evolve with time so everyone can get onboard and not be frightened of it. 

What I look for in a Project Manager:

- Continually improving processes

- Willing to jump in and help

- Cool under pressure

- Keeping your word

- The Quarterback

- Never give up

- Approachable

- Dragon Slayer

- Learner for life

- Good listener

- Leadership

- Thick skin

- Charisma

- Follow up 

- Tenacity

- Teacher

- No Fear

- Humble

- Friend

I can add more, but I will stop here. You get the point I'm making.

The Project Management Horse Blanket Report

Project Portfolio Management (PPM) - Reporting

Having the ability to capture valuable metrics from your project management software and report on it is the key to successful project management. Delivering projects on time within the budget is what all Project Managers work for. 

Reporting via The Horse Blanket 

What is a Horse Blanket? It's a large sheet of continuous paper that is used in plotter printers. You can drape the paper over a horse. The plotter printer will produce quality graphic prints from the large paper that lets you create a masterpiece of any size. Create a collage of various reports and screenshots to tell the story. A visual picture of various reports and screenshots that are all displayed at the same time will open eyes. All the dots should connect. The key is selecting the right reports and screenshots that tell the story. This is a continuous work in progress to keep evolving the reporting. Keep designing reports and screens with valuable information.

Wrike Screenshot 

Wrike Screenshot

Project Portfolio Management (PPM) - Software

To accomplish your reporting you will need a robust project management software that supports PPM. Monitoring the progress of projects is very critical to spot deficiencies so that they may be addressed with the appropriate remediation to get the project back on track. 

The Project Management Office Dashboard

Project Portfolio Management (PPM) - Reporting

Having the ability to have real time status reporting of all the projects in the organization is a goal that the Project Management Office (PMO) should undertake. The reporting will be dashboards displayed in the PMO on a large LCD monitor. Project teams will be directed to update their tasks throughout the day to give the PMO the ability to have fresh data on their dashboards. There might be resistance if the teams update their status weekly. Just give it time and it will become part of the team's daily routine. To accomplish your reporting you will need a robust project management software that supports PPM.

The Live Dashboard

Hang a large LCD monitor in the PMO in a good location to be viewed. The dashboard will give you a glance at how all the projects are doing. Why wait for weekly, on request and monthly reports to find out good or bad news. Daily monitoring of a dashboard will ensure that projects are on track within the budget. Define various dashboard views of your project metrics to display throughout the day. A large visual view with the colors of Green, Yellow and Red to highlight important information will make an impact on how you monitor your project portfolio. Call it the Project Command Center Dashboard.

Sample Dashboard 

Big Brother is Watching

The main objectives for the PMO dashboards is budgets and project timelines. It's all about being proactive to address potential problems in the early stages. If a budget keeps increasing the project could go way over the approved budget. Missing milestones could be a resource issue. Just naming a few issues that you can detect on a well designed dashboard. Your dashboard is a work in progress. You should always look for ways to keep improving your dashboards with valuable metrics. 

Have a Meet and Greet 

Invite stakeholders, executive management, managers, project managers and project teams to see your dashboards in action on the big screen. Ask for feedback on how you can improve your dashboards reporting. Give it a try and drop me a note how it worked out for your organization. 

Taking one for the team

Project Management requires thick skin and controlling your emotions. You are in the spotlight all the time. How you react to a situations defines you in front of everyone.

Once upon a time years ago I was verbally assassinated and yelled at by an IT Director at a monthly Project Management Office Stoplight meeting. I was going to explain a major change in a project that postponed a phase of an implementation to a later stage in the project. Earlier in the the day before the status meeting the Senior IT Director called me and my core team to meet with him. He asked me to defer implementing a phase of the project requiring me to rework the project plan. We all agreed that this would not delay the overall completion of the project but allow focus on other areas of the project that would deliver a better solution.

The Stoplight meeting was held in a conference room and if you could not attended in person a bridge line was setup to call into. The Senior IT Director called into the bridge line and the IT Director attended the meeting in person. Once I started to explain the change in the project the IT Director just unloaded on me not giving me a chance to explain why the project is changing to deliver a better solution. She turned red with anger raising her voice at me with the attendees in the room in shock. The Senior IT Director in a calm voice asked the IT Director many times to let me speak. I just sat down and could not get a word in and just looked at her as she insulted me. She then stormed out of the room slamming the door. The Senior IT Director asked me to leave the meeting and go back to my office so he could call me. I was not shaken up but disappointed that a person that I knew for a long time would behave so unprofessional in a meeting. I received the call from the Senior IT Director and he told me "thank you for taking it for the team". I will speak with her he said. Sadly that IT Director was terminated a week later.

The project was delivered on-time and a big success.