Clients will often state that they want me to come in and help them create a PMO. Unfortunately, that is all that they say. It is like me saying, “I want to be a better project manager.” It is a pretty vague statement. When the decision is made to create a PMO, there is some general reason why that is happening. It is important that you uncover those meanings.
- 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?
- 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.