- What do we mean by “brought into”? Does that mean we own the projects completely or we own the status reporting?
- Will we get more staff to run these projects?
- Why do we feel the need to create the PMO?
- What is the end result of creating the PMO that you envision?
- Will the PMO be part of the strategic planning of the division or just told to execute the projects?
Unfortunately, not many answers were provided. I compare the explosion of PMO’s to the Six Sigma craze. There was a popular article that stated a Six Sigma Master Black Belt could bring a company an average savings of $2M. Based on the article, many companies went on the hunt to find their Master Black Belt. They approached it as if the person would show up with a $2M check!
- Identify what it takes to manage a project in the environment and come up with a percentage of time on average it consumes of a project manager.
- Apply the percentages to the projects to determine the number of project managers needed.
- Identify alternate actions should head count not be increased (including not accepting the 150 additional projects)
- Ensure that the data you are presenting is accurate.
Once all the steps have been completed, meet with the sponsor. Ask for the 30 additional project managers that would be necessary to accept the additional project load. If the answer is no, show the alternatives of what is possible with the current staff (including some of the ideas that I have blogged earlier titled “Do We Have to Own Projects Start to Finish” in May of 2011.) From there, this will take a life of its own. The important part is to ensure that you have validated what they mean when an executive states, “I want a PMO!”