Project management office (PMO) is nothing but a group of internal or external in an organization which mainly checks the standards for various project management in the different kinds of organization in every corner of the globe (Pemsel & Wiewiora, 2013). The role of PMO generally changes into artificial intelligence and transformation in the field of digital.
In the coming pages of the report Project governance with respect to PMO has been discussed in brief. A proper description of business and stakeholders with respect to PMO governance has been provided. Description of PMO charter with respect to project governance has been provided in detail in coming pages of report. Proper identification has been done regarding the empowerment for implementation of PMO governance has been discussed in details in the coming pages.
Project Governance with respect to PMO
A project management office (PMO) is generally considered to be a group which is a group of internal and external for an organization which helps in maintaining standard for various project management in an organization (Hill, 2013). A PMO makes of certain procedure and operation for going right on various parameter like time and budget. Project governance is considered to be an important factor which merely focus on the fact individual are easily left to develop certain number of things.
Stakeholders and Business
Project governance focus on certain number of things like framework of project governance, roles and responsibility and stakeholders, meeting on a regular basis, reporting, risk and issue management, assuring and project management for various control process. The first stage is having proper understanding regarding the ecosystem of a project (Spalek, 2013). Proper communication plan is needed to be properly developed after the proper identification of all the stakeholders of a project with their interest and expectation. A well-organized communication plan is considered to be an important factor which is used for efficient and information of timely basis to all the available stakeholders of a project (Spalek, 2012). After the proper identification of communication plan the project manager is responsible for maintaining a proper balance is maintained between meeting and reporting. This mainly ensures that stakeholders to provide understanding regarding the mode and method of communication, frequency and gates for decision.
PMO charter with respect to project to project governance
PMO character mainly describes some of the important parameter like background, purpose, objectives, organization and service which is generally associated with a project. PMO character has manly four objectives
- Proper Delivery of successful projects related to technology.
- Building of project management maturity in large number of organization.
- It generally serves as an authority for organization on various project management methods and practices related to it.
- Proper mentoring and guiding of project teams so that they can easily learn and implement practices related to project management.
Empowerment needed for implementation of PMO governance
Various managers in different medium size organization are experimenting with large number of empowerment strategies for the employees of an organization. The creation of self-managing teams and making use of teamwork’s mainly aims in increasing motivation and providing motivation to managers to pursue the managers (Unger, Gemünden & Aubry, 2012). They generally aim in adopting total quality programs for improvement of an organization which generally help in achieving three objectives namely culture learning, involvement of culture. Most of the successful organization round the globe make use of two tools namely employee and education for user are considered to be important factor for various new products and systems. Project managers generally look for certain zones which will help in proper understanding regarding the various parameters which should be included in decision making methods or process (Schwalbe, 2015). Major of initiated programs result in long term and costly investment in various kinds of cultural changes and upgradation which are needed for new employee and skills used by managers. The idea of empowerment is considered to be an intrinsic factor and controlling of factor in an environment with self-determination. Empowerment in various organization can be easily obtained through training, policies for organization, various culture which focus on self-determination with practices related to growing of confidence, expectation at high level in decision making and providing meaningful aims and objectives.
Description of optimal governing body for a PMO
Before the introduction of PMO the manager should have a discussion with the stakeholders so that proper survey can be done in order to achieve those things. In addition to talent various need to have proper idea regarding the type of PMO which will provide the best advantage. After analyzing the various parameter stakeholders should provide support and capacity which will be useful for PMO(Turner, 2016). One good symbol of good leader is to recognize when an organization is prepared for change can be achieved or not. Many organization is have understood that fact many organizations need strong governance.
There are mainly seven steps associated with PMO namely
- Taking proper preparation before its implementation.
- Analyzing which type of PMO is required by the organization
- Having proper communication plans
- Having buy-in for a long tenure
- Achieving documenting and establishment of communication.
- Staying positive for a long period of time.
- Declaring success only when it is needed.
Project governance enabling the successful implementation of a PMO
Project governance is a known term which is used in the community of project management. Project management is known term which have all the necessary elements which are needed for success of a project. Project governance needs to be made in such a way that it can easily satisfy all the needs of a project and it generally comprises of eight components namely
- Framework of project governance
- Various roles and responsibilities
- Engagement of stakeholders and establishment of proper communication
- Conducting Meetings
- Reporting on a regular basis
- Management of risk and issue associated with a project.
- Assuring the stakeholders of a project
- Control process of project management.
From the above discussion it can be concluded that this report about project management office (PMO). Proper definition has been provided regarding the governance of project with respect to PMO has been described in brief in coming pages of the report. A description has been provided regarding the business and stakeholders which are associated with the project. A proper description has been provided regarding the fact or idea that how project governance helps in successful implementation of PMO in an organization. Identification of empowerment which is needed in an organization has been described in details in the above pages of the report.
Hill, G. M. (2013). The complete project management office handbook. CRC Press.
Pemsel, S., & Wiewiora, A. (2013). Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), 31-42.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Spalek, S. (2012). The role of project management office in the multi-project environment. International Journal of Management and Enterprise Development, 12(2), 172-188.
Spalek, S. (2013). Improving industrial engineering performance through a successful project management office.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), 1382-1394.
Turner, R. (2016). Gower handbook of project management. Routledge.
Unger, B. N., Gemünden, H. G., & Aubry, M. (2012). The three roles of a project portfolio management office: Their impact on portfolio management execution and success. International Journal of Project Management, 30(5), 608-620.